THE PROJECT FOR TRAINING ON TELEVISION AND RADIO EQUIPMENT IN RTA (RADIO AND TELEVISION AFGHANISTAN) IN THE ISLAMIC REPUBLIC OF AFGHANISTAN

Transcription

1 THE ISLAMIC REPUBLIC OF AFGHANISTAN RADIO AND TELEVISION OF AFGHANISTAN THE PROJECT FOR TRAINING ON TELEVISION AND RADIO EQUIPMENT IN RTA (RADIO AND TELEVISION AFGHANISTAN) IN THE ISLAMIC REPUBLIC OF AFGHANISTAN PROJECT COMPLETION REPORT MARCH 2013 JAPAN INTERNATIONAL COOPERATION AGENCY YACHIYO ENGINEERING CO., LTD.

2 Photos (1/5) 1. Committee on Compiling a Broadcasting Technical Term Dictionary 2. Committee on Compiling a Broadcasting Technical Term Dictionary 3. Removal of VTR for overhaul maintenance 4. Removal of VTR for overhaul maintenance 5. Training on camera adjustment 6. Training on camera adjustment

3 Photos (2/5) 7. Audio level adjustment 8. Audio level adjustment 9. Periodical maintenance of VTR 10. Periodical maintenance of VTR 11. Training on Overhaul of VTR in Dubai 12. Training on Overhaul of VTR in Dubai

4 Photos (3/5) 13. Committee on Compiling a Broadcasting Technical Term Dictionary 14. Committee on Compiling a Broadcasting Technical Term Dictionary 15. Management training 16. Preparation of operation manuals for broadcasting equipment 17. Training on basic knowledge of transmitters 18. Training on measurement of transmitters

5 Photos (4/5) 19. Training on maintenance and lecture of digital VTR 20. Morning briefing 21. Training on the maintenance of digital video camera 22. Training on the maintenance of and practice for digital VTR 23. Preparation of maintenance manuals for broadcasting equipment 24. Training on Parts MMP

6 Photos (5/5) 25. Follow-up training on Parts MMP 26. Spare parts of the radio transmitting site after training on Parts MMP 27. Training on the theory of digital signals 28. Training on the usage of measuring devices 29. Follow-up training on Studio MMP 30. The 7 th JCC (Joint Coordination Committee)

7 List of Abbreviations Abbreviation CCD CCU C/P ENG JCC JET JICA ITU MMP NTSC OBVAN ODA OJT PAL RCP RTA R/D STL UAE VTR Official Name Charge Coupled Device Camera Control Unit Counterpart Electronic News Gathering Joint Coordination Committee JICA Expert Team Japan International Cooperation Agency International Telecommunication Union Maintenance Management Program National television System Committee Outside Broadcast Van Official Development Assistance On the Job Training Phase Alternate Line Remote Control Panel Radio and Television of Afghanistan Record of Discussion Studio Transmitter Link United Arab Emirates Videotape Recorder

8 Contents Photos List of Abbreviations 1 Overview and Outcomes of the Project About This Report Background and Purpose of the Project Outline of the Project Project Purpose and Outputs Counterpart Organizations and Personnel A List of Project Outcomes Record of Dispatch of the JICA Experts Dispatch of the JICA Experts Activity Record of the JICA Experts Project Activities List of Training Actually Conducted OJT on the Digital Broadcasting Equipment OJT (August, October November 2010) OJT (February March 2011) Trainings on the Maintenance and Operation Skills for Digital Broadcasting Equipment Preparation of Manuals Preparation of the Technical Information Library in RTA RTA Management Training (Problem Analysis Workshop for Technical Managers) MMP Introduction Workshop Training on Overhaul of VTR in Dubai Advanced Course on Periodic Maintenance of VTR Training for Maintenance of OB Vans Training for ENG Camera Training for MMP Adoption Training on the theory of digital signals Training on the Usage of Measuring Equipment Outputs Obtained through the Project Activities Achievements of Outputs of the Project Creation of Deliverables of the Technical Cooperation (1) Compilation of a Dictionary of Broadcasting Technical Terms

9 (2) Compilation of a Case Studies Book of Broadcasting Equipment Troubleshooting (3) Creation of a Replenishment Plan for Digital Video and Audio Spare Parts (4) Creation of the Training Plan for Technical Department of RTA Achievements from Training and Other Project Activities (1) Accumulation and Sharing of Manuals and Technical Documents (2) Improvement of Management Capacity (3) Periodical Inspection and Routine Maintenance Procurement of Provided Equipment, etc Provided Equipment Repair Local Expenses Incurred Ingenuity for and Lessons from Operation of the Project Operation and Management Perspectives Technical and Specialized Perspectives Ingenuity for Development of and Supplement to Manuals Setting of the Coverage of Training and Response Ingenuity to Adopt Tools for Equipment Maintenance The Proceedings of Meetings Issues to be tackled by RTA after the Project completed The Necessity to Continuously Strengthen Basic Capacity Follow-ups of the Project Activities Response to Expansion and Change in Broadcasting Services Appendix (1) Attendance Record of Training (The 3 rd project year)... A-(1)-1 (2) Learning Materials (The 3 rd project year)... A-(2)-1 (3) Questionnaire (The 3 rd project year)... A-(3)-1 (4) List of the provided equipment (The 1 st project year)... A-(4)-1 (5) List of the provided equipment (The 2 nd project year)... A-(5)-1 (6) List of the provided equipment (The 3 rd project year)... A-(6)-1 (7) Minutes of Discussions of JCC at the end of the 3 rd project year (February 2013)... A-(7)-1

10 1 Overview and Outcomes of the Project 1.1 About This Report This project completion report is prepared to report on the Project for Training on Television and Radio Equipment in RTA (Radio and Television Afghanistan in the Islamic Republic of Afghanistan (hereinafter referred to as the Project ) activities from March 2010, the first project year of the Project when it was commenced, to the end of the third year. 1.2 Background and Purpose of the Project Since the Taliban regime was overcome in 2001, the government of Japan has been providing active support to develop Afghanistan; focusing on two areas: 1) Political process, 2) Security, 3) Infrastructure, 4) Human resources development and humanitarian assistance, 5) Agricultural/Rural development, 6) Culture and higher education. The government has declared the provision of financial aid, totaling 4.18 billion U.S. dollars has already been spent for purposes such as humanitarian needs, democratization, enhanced public safety, manpower training and the development of basic economic infrastructure (as of January 2013). In the broadcasting sector, Japan has provided official development assistance grants for Radio and Television of Afghanistan (hereinafter referred to as RTA ) to install broadcasting facilities and equipment, such as those needed in the master control room and program production studio and editing equipment. As a result, RTA has resumed its TV broadcasts, which used to be banned by the Taliban government. Currently, RTA produces and broadcasts programs at the main station in Kabul and its regional stations in five provincial cities. RTA now possesses digital equipment, a satellite transmission system and other advanced technologies, so that it is broadcasting programs 24 hours a day and rendering international distribution via satellite. However, since the staffs in charge of operating the equipment remain inexperienced in the necessary techniques, the broadcaster still faces various issues concerning the quality of production work and broadcasts. To remedy this situation, it is crucial for the RTA staff to acquire sufficient expertise on the operation and maintenance of the broadcasting equipment. Accordingly, the Government of Afghanistan requested technical cooperation for improvement of maintenance skill and maintenance and servicing of broadcasting equipment to the government of Japan. In response, Japan International Cooperation Agency (hereinafter referred to as JICA ) conducted a detailed planning survey, based on the results of which the general director and technical general director of RTA and JICA staff held discussions within the framework of the Project and created a record of discussion (R/D) on August 30, This project aims to provide the technical staff of RTA with in-country training on the operation, maintenance and servicing methods of digital equipment as well as the development of procurement plans and the actual procurement of spare parts necessary for the training and maintenance activities. 1-1

11 The project was to be implemented based on the contents agreed by the first Joint Coordination Committee (hereinafter referred to as JCC ). 1.3 Outline of the Project The following clause 1.4 presents the purpose and outputs of the Project as described in the Terms of Reference of JICA. The detailed activity plan of the Project was modified after its initiation. Hence, JICA and the JICA experts team (hereinafter referred to as JET ) signed a modified contract in October Also, during the fourth dispatch of JICA experts (February March 2011), JET proposed a revised plan for the activities in the second project year, reflecting the progress of work in the Project as well as the latest public safety status in the city of Kabul. In addition, as a result of the failure of the United Arab Emirates (hereinafter referred to as UAE ) to issue visas to RTA trainees, JICA and RTA agreed in March 2012 to cancel training programs in Dubai and extend the Project term to March Incidentally, the activities to be held in Kabul for the third project year continue to be limited to a bare minimum, and this time, all the training sessions that can be conducted elsewhere will be given in Istanbul, the Republic of Turkey. 1-2

12 1.4 Project Purpose and Outputs Table Project purpose and outputs Project Maintaining an appropriate environment for stable TV production Project Outputs Output 1: Production staff of RTA acquire appropriate knowledge and skills on broadcasting equipment operation Output 2: Maintenance staff of RTA acquire appropriate knowledge and skills on broadcasting equipment maintenance The first project year (January 2010 March 2011) Outputs Indicators 1. The issues and problems of RTA 1-1. The lists of the broadcasting equipment of RTA are related to the broadcasting renewed. equipment management are 1-2. RTA staff s operation procedures for the broadcasting clarified. equipment are identified RTA s system and procedures for the broadcasting equipment maintenance are identified. 2. RTA staff s knowledge and the 2-1. Training on the digital broadcasting equipment operation is practical skills in the operation of implemented. digital broadcasting equipment are improved. 3. RTA staff s knowledge and 3-1. The necessary equipment and spare parts to maintain the practical skills on the broadcasting equipment are procured. maintenance of digital 3-2. Training on the digital broadcasting equipment maintenance broadcasting equipment are is implemented. improved A plan to procure the necessary parts for the broadcasting equipment maintenance is prepared. 1-3

13 The second project year (May 2011 March 2012 ) Output 1. Appropriate operation and maintenance systems for the broadcasting equipment are established in RTA. 2. Internal training on the practical knowledge and operations of the digital broadcasting equipment is implemented regularly. 3. Internal training on the practical knowledge and skills in the maintenance of digital broadcasting equipment is implemented regularly. Indicators 1-1. The lists of the broadcasting equipment of RTA are updated The operation manuals for the broadcasting equipment of RTA are updated The maintenance manuals for the broadcasting equipment of RTA is updated Training on the operation skills for the broadcasting equipment is implemented A sustainable system to implement training on the broadcasting equipment operation is established The necessary equipment and spare parts to maintain the broadcasting equipment are procured Training on the digital broadcasting equipment maintenance is implemented A sustainable system to implement the training on the broadcasting equipment maintenance is established A plan to procure the necessary parts for the broadcasting equipment maintenance is updated. The third project year (May 2012 March 2013) Output 1. Appropriate operation and maintenance systems for the digital broadcasting equipment are established in RTA. 2. Internal training on the practical knowledge and operations of the digital broadcasting equipment is implemented regularly. Indicators 1-1. Follow-up training on studio equipment MMP is implemented and the number of departments adopting the equipment increases MMP for spare parts management is adopted and spare parts are appropriately managed Training on the theory of digital signals is conducted, and trainees gain a deep understanding of the basic details Training on the use of measuring equipment is conducted to improve the skills of the trainees. 1.5 Counterpart Organizations and Personnel There are two counterpart (hereinafter referred to as C/P ) organizations for this project: The Ministry of Information and Culture (MIC) (Supervisory organization) Radio and Television of Afghanistan (RTA) (Implementation organization) 1-4

14 A total of approximately 50 staffs participated in the training provided by the Project. RTA provided two rooms of about 10 tatami mats in size (about 16.5 m²), office desks, chairs and an Internet connection for JICA expert offices, and seminar rooms, whiteboards, partition board used for workshops and liquid-crystal projectors for training. 1.6 A List of Project Outcomes The Project Outcomes are shown below. Table lists learning materials provided by JET and used in training, which are useful for RTA to conduct its own training programs in future. Table 1.6-2, conversely, lists manuals and plans that the C/Ps created as assignments by RTA with the support of JET. We would like to effectively use them and strive to further improve maintenance and management, even after the Project. Table Training material list Name of documents 1 2 Training material (the 1st year) Learning materials on AV equipment Learning material on transmitter 2 3 Learning material on the training in Dubai 4 Training material (the Why maintenance 5 2nd year) VTR Repairing Work Flow (sample) 6 Outline of MMP software 7 Install FileMaker on PC and bckup.pdf 8 MMP Hands-on training 9 Initial Data Input 10 Daily Job Record 11 MMP for RTA 12 Key Function of Camera 13 Signal 14 ECC (Error Correction Code) 15 Photo-scratch 16 Oscilloscope 17 Training material (the Spare Parts MMP 18 3rd year) Digital Signal Theory 19 How to Use Measuring Devices 20 Studio MMP Follow-up Attached to Completion report of 1 FY Attached to Completion report of 2 FY Appendix A-(2)-1 1-5

15 Table List of the Deliverables of the Technical Cooperation Name of the deliverables Language 21 Manual for the operation of digital broadcasting equipment English, Dari 22 Manual for the maintenance of digital broadcasting equipment English, Dari 23 Compilation of a Dictionary of Broadcasting Technical Terms and Case Studies Book of Broadcasting Equipment English and Dari combined 24 Operation manual for transmitters for broadcasting English, Dari 29 Replenishment Plan for Digital Video and Audio Spare Parts English, Dari for the Technical Department of RTA 30 Training plan English 1-6

16 2 Record of Dispatch of the JICA Experts 2.1 Dispatch of the JICA Experts Six JICA experts were dispatched between the launch of the Project and February 2013 (a total of 27 persons). In light of the on-site security situation in Kabul, the activities were implemented in three locations, Kabul, Dubai in the UAE, and Istanbul in Turkey republic of Turkey (hereinafter referred to as Turkey ). Table presents a record of the dispatch of JICA experts, and Table a (actual) record of the man-month table. The terms of actual dispatch were the same as the schedule except cancellation of dispatches due to problems in acquiring trainees VISAS necessary for training in the third country, but the timing needed to be revised constantly. Table Record of Dispatch of the JICA Experts Name Expertise 1 Team Leader / Naoaki Procurement Plan / NAMBU Training Plan 2 Shoichi KOBAYASHI Digital Video Equipment 3 Tomoyuki Digital Audio Equipment KOZUKE III 4 Team Leader / Naoaki Procurement Plan / NAMBU Training Plan 5 Team Leader / Naoaki Procurement Plan / NAMBU Training Plan 6 Masao MORI Digital Video Equipment 7 Tomoyuki Digital Audio Equipment KOZUKE III /Teaching Materials 8 Team Leader / Naoaki Procurement Plan / NAMBU Training Plan Term of dispatch (Activity area) 12th Mar. 11th Apr., 2010 (Kabul) 12th Mar. 11th Apr., 2010 (Kabul) 12th Mar. 11th Apr., 2010 (Kabul) 23rd Jul. 7th Aug., 2010 (Kabul/Dubai) 4th 26th Oct., 2010 (Kabul) 4th Oct. 2nd Nov., 2010 (Kabul) 4th Oct. 2nd Nov., 2010 (Kabul) 5th Feb. 13th Mar., 2011 (Kabul/Dubai) Outline of operation Courtesy visit to the parties concerned Problem analysis workshop Training on the Maintenance and Operation Skills for Digital Broadcasting Equipment OJT on the Digital Broadcasting Equipment (1st round) Kabul Training on procurement and arrangement of repair Dubai Survey on the progress of procurement of broadcasting equipment Committee on Compiling a Technical Reference Book in Dari OJT on the Digital Broadcasting Equipment (2nd round) Dubai Training on procurement and arrangements for repair 2-1

17 Name Expertise 9 Masao MORI Digital Video Equipment 10 Tomoyuki Digital Audio Equipment KOZUKE /Teaching Materials 11 Katsumi NAGATOMO Transmitting Equipment 12 Team Leader / Naoaki Procurement Plan / NAMBU Training Plan 13 Masao MORI Digital Video Equipment 14 Tomoyuki Digital Audio Equipment KOZUKE III /Teaching Materials 15 Team Leader / Naoaki Procurement Plan / NAMBU Training Plan 16 Masao MORI Digital Video Equipment 17 Team Leader / Naoaki Procurement Plan / NAMBU Training Plan 18 Naoaki Team Leader / NAMBU Procurement Plan 19 Keiko UCHIUMI Training Plan 20 Masao MORI Digital Video Equipment 21 Masao MORI Digital Video Equipment Term of dispatch (Activity area) 12th 25th Feb., 2011 (Kabul) 12th 25th Feb., 2011 (Kabul) 12th 25th Feb., 2011 (Kabul) 27th Jul. 10th Aug., 2011 (Kabul/Dubai) 23rd Jul. 21st Aug., 2011 (Dubai) 31st Jul. 19th Aug., 2011 (Dubai) 2nd 27th Oct., 2011 (Kabul/Dubai) 27th Nov. 16th Dec., 2011 (Dubai) 29th Feb. 5th Mar., 2012 (Kabul) 15th 28th Jul., 2012 (Istanbul/Kabul) 15th Jul. 9th Aug., 2012 (Istanbul/Kabul) 25th Jul. 16th Aug., 2012 (Kabul) 13th Sep. 14th Oct., 2012 Outline of operation Training on how to deal with and repair failures of digital betacams Kabul OJT on the Digital Broadcasting Equipment (3rd round) Training on the Maintenance and Operation Skills for Digital Broadcasting Equipment Kabul Courtesy visit to JICA Dubai Training on the operation of digital equipment (Training on MMP adoption) Committee on Compiling a Technical Reference Book in Dari Training on the Maintenance and Operation Skills for Digital Broadcasting Equipment Kabul Delivery of grant equipment Dubai Training planning Training on operation of digital equipment (Training on MMP adoption) JCC Istanbul Preparation for training courses Survey on progress of procurement of equipment Kabul MMP follow-up training Preparation for training on MMP for spare parts management Procurement of equipment for MMP for spare parts management Training on MMP for spare parts management 2-2

18 Name Expertise 22 Keiko UCHIUMI Training Plan 23 Masao MORI Digital Video Equipment 24 Keiko UCHIUMI Training Plan 25 Masao MORI Digital Video Equipment 26 Keiko UCHIUMI Training Plan 27 Naoaki Team Leader / NAMBU Procurement Plan Term of dispatch (Activity area) (Istanbul) 13th Sep. 13th Oct., 2012 (Istanbul) 1st 30th Dec., 2012 (Kabul) 1st 15th Dec., 2012 (Kabul) 5th Jan. 11th Feb., 2013 (Istanbul) 20th Jan. 11th Feb., 2013 (Istanbul) 1st Feb. 9th Feb., 2013 (Istanbul) Outline of operation Follow-up training on MMP for spare parts management Prior training on the theory of digital signals Prior training on the use of measuring equipment Follow-up training on Studio MMP Training on the theory of digital signal Training on the use of measuring equipment Follow-up training on Studio MMP JCC 2-3

19 Table Man-Month table The first year The second year The third year The first year (M/M) The second year (M/M) The third year (M/M) Total (M/M) Name FY2009 FY2010 FY2011 FY Kabul/ Dubai Japan Kabul/ Dubai Japan Kabul/ Dubai Japan Kabul/ Dubai Japan Naoaki NAMBU (30) (16) (30) (30) (30) (15) (30) Plan (30) (16) (23) (37) (15) (26) (6) (14) (9) Actual Shoichi KOBAYASHI (30) Plan (30) Actual Plan (30) (20) (20) (20) Masao MORI (30) (14) (30) (30) (23) (32) (30) (38) Actual Plan (30) (20) Mika NATSUI Actual Hideyuki NITTA (20) Plan Actual Tomoyuki KOZUKE (30) (15) (15) Plan (30) (30) (14) (20) Actual Katsumi NAGATOMO Plan (14) Actual Keiko UCHIUMI Plan (26) (24) (7) (15) (23) Actual Plan Actual Naoaki NAMBU (3) (3) (2) (2) (3) (1) (2) (2) (1) Plan (3) (5) (2) (2) (3) (1) (2) (22) Actual (3) (3) (2) (3) (1) (2) (2) (2) Plan ****** (3) (3) (2) (3) (17) (2) (18) (10) Actual (3) (2) (3) (1) (2) (2) Plan ****** (3) (3) (1) (2) (2) Actual Plan (2) ****** Actual Plan (2) (3) (1) (2) ****** (2) (2) (3) (17) (2) (8) (32) Actual Plan ****** (3) (17) Actual Plan ****** (10) (10) (10) (10) Actual Keiko UCHIUMI Plan (20) Actual Plan Actual Submission JCC JCC JCC JCC JCC JCC JCC JCC In Japan Plan Actual Plan Actual Initial Instruction <Legend> :Work in Kabul / Dubai / Istanbul :Work in Japan :Evaluated members 1: Inception report (IC/R) 2: Progress report 1 3: Progress report 2 4: Outcomes (FY1) 5: Completion report (1st year) 6: Activity plan for 2nd year 7: Progress report 3 8: Project completion report 9: Outcomes (FY2) 10: Completion report (2nd year) 11: Activity plan for 3rd year 12: Progress report 4 13: Project completion report 14Outcomes (FY3) 2-4

20 2.2 Activity Record of the JICA Experts The activities (actual performance) of the JICA experts are outlined below in chronological order. The contents of training and activity record will be described in detail in Chapter 3. The condition of the experts detachment and the activities are shown in Table in chronological order. A) Trainings on Maintenance and Operation Skills for Digital Broadcasting Equipment (50 persons): 1 month (a) Creation of an inventory (list for management of equipment) (b) Preparation of manuals (c) Storage of videotapes (d) Creation of posters to help prevent incorrect operation and equipment maintenance (e) Markings to prevent incorrect operations B) OJT on the Digital Broadcasting Equipment the 1st session (45 persons): 10 days (a) Training on fault recovery of digital Hi-Vision editing facilities (b) Training on adjustment of flange focal length of news studio cameras (c) Training on methods to handle troubles with the mixing console in the announcement studio (d) Training on methods to handle troubles with the camera system of OB vans (e) Training on the operation of transmitters for broadcasting (f) Training on methods to handle troubles with the satellite (g) Training on methods to handle synchronous errors of cameras (h) Training on the maintenance of the CG system C) Training on Procurement and Arrangements for Repair (10 persons): 3 days D) OJT on the Digital Broadcasting Equipment the 2nd session (83 persons): 1 month (a) Method to repair the mixing console in the announcement studio (b) Removal, inspections and reinstallation of VTR for overhaul maintenance (c) Adjustment of cameras for program production (d) Adjustment of audio level for program production (e) Periodical maintenance of VTRs (f) Training on procurement and arrangements for repair E) OJT on the Digital Broadcasting Equipment the 2nd session (23 persons): 2 weeks (a) Measuring on transmitters for broadcasting (b) Training on procurement and arrangements for repair F) Training on the Maintenance and Operation Skills for Digital Broadcasting Equipment (20 persons): 1 month (a) Preparation of manuals (b) Compilation of a Dictionary of Broadcasting Technical Terms and Case Studies Book of Broadcasting Equipment (c) RTA management training (d) Methods to measure signals of digital equipment 2-5

21 G) Training on Handling and Repair of Failures of Digital Betacams (5 persons): 5 days H) Training on the Operation of Digital Video and Audio Equipment (24 persons): 1 month (a) Compilation of a Dictionary of Broadcasting Technical Terms and Case Studies Book of Broadcasting Equipment (b) Training on introduction of MMP (c) Advanced training on periodical maintenance of VTRs I) Training on the Maintenance and Operation Skills for Digital Broadcasting Equipment (14 persons): 10 days (a) Training on the creation of procurement plans (b) Training on the creation of training plans J) Training on the Operation of Digital Video and Audio Equipment (30 persons): 22 days (a) Full-fledged Training on the Introduction of MMP: 2nd phase (b) Advanced training in adjustment of cameras (c) Training on the equipment maintenance for OB vans and news vehicles (d) Training on the maintenance of Electric News Gathering (hereinafter referred to as ENG ) equipment K) Training on MMP for spare parts management (10 persons): 36 days (a) Training on the basics of personal computers (b) Training on FileMaker (c) Training on the adoption of MMP for spare parts management L) Training on the theory of digital signals (10 persons): 7 days M) Training on the use of measuring equipment (10 persons): 7 days N) Follow-up training on studio equipment MMP (30 persons): 29 days (a) Follow-up training on studio equipment MMP (b) Advanced training on studio equipment MMP (c) Applied use of studio equipment MMP 2-6

22 Table Activities and Dispatch of the Experts 2010 Octorber Nov. March April July August Workshops for production staff: Days 1 and 2 Workshops for production staff: Days 1 and 2 Workshops for maintenance staff: Days 1, 2, 3, 4 and 5 Training courses for maintenance staff: Days 1 Training courses for production staff: Days 1, 2 and 3 Committee on compiling technical reference books in Dari Report on results to JICA Report on results to RTA Approval of drafted equipment procurement plan Discussion of technical reference books and case study book, etc. Discussion of drafted equipment procurement plan Courtesy visit to RTA Meeting with JICA Survey on progress of procurement of broadcasting equipment in Dubai Creation of progress report Training Couse Day Training Couse Day Preparation for workshops Team leader / Procurement / Training programs Naoaki NAMBU Progress report to JICA Progress report to MIC and RTA Digital video equipment Shoichi KOBAYASHI Masao MORI Committee on compiling technical reference books in Dari: Days 2 and 3 Courtesy visits to MIC and Embassy Courtesy visits to JICA and RTA Report on results of filed survey to Embassy, JICA and MIC Report on results of field survey to RTA Preparation for workshops Courtesy visit to MIC / meetings, etc. Courtesy visit to Embassy / explanation to RTA / meetings, etc. Courtesy visits to JICA and RTA Digital audio equipment III / Teaching materials Tomoyuki KOZUKE 2011 August February March July Technical Making Term Approval of Training MMP Directionary operation plan and Case Plan Study Book VTR Maintenance MMP and Advanced Technical Term Directionary and MMP Case Study Book Report to JICA Coordination Committee Creation of progress report 2 and the 1st year completion report Committee on compiling technical reference books in Dari: Day 2 Training course for measuring of transmitters: Days 1 and 2 Training courses for managers: Days 1 and 2 Basic lecture on transmitters: Days Committee on compiling technical reference books in Dari: Day 1 1 and 2 Preparation for implementation of training courses Courtesy visit to RTA Team leader / Naoaki Procurement / Training courses in NAMBU Training Dubai: Days 1, 2, 3, 4 programs and 5 Digital video Masao MORI equipment Digital audio Tomoyuki equipment III / KOZUKE Teaching materials Katsumi Transmitting NAGATOMO equipment Octber November December Feb March Team leader / Naoaki Procurement / Delivery of grant NAMBU Training Preparation for training courses JCC equipment programs Digital video Masao MORI OB Van maintenance ENG maintenance MMP introduction second equipment Digital audio Tomoyuki equipment III / KOZUKE Teaching : Domestic work materials 2012 July August September October Preparation for training courses JCC Determination of trainees Courtesy visit to RTA Naoaki Team leader / NAMBU Procurement Digital video Masao MORI Preparation for training courses equipment Parts MMP Preparation for training courses Determination of trainees Courtesy visit to RTA Keiko Training plan Preparation for training courses UCHIUMI December January February Naoaki Team leader / JCC NAMBU Procurement MMP introduction second JCC Parts MMP follow up MMP introduction second Conclusion Parts MMP MMP introduction second JCC Conclusion Follow up : Domestic work Courtesy visit to RTA Digital video Masao MORI Preparation for training courses equipment Keiko Training plan Preparation for training courses UCHIUMI 2-7

23 3 Project Activities 3.1 List of Training Actually Conducted Table shows various training programs conducted in Kabul in Afghanistan, Dubai in the UAE, Istanbul in Turkey and Japan between March 2010 and March These training programs are roughly classifiable into OJT on the Digital Broadcasting Equipment, which were implemented to urgently meet on-site requests and Training on the Maintenance and Operation Skills for Digital Broadcasting Equipment whose curricula were determined by the C/Ps with support of JET after the current state of RTA were analyzed. The list and descriptions of the trainings actually conducted are as follows. 3-1

24 Table List of Training Actually Conducted Field Title Term Outline Cumulative totals of participants OJT on the Method to repair Mar., and Skills to judge the condition and 42 Digital Broadcasting Equipment the mixing console Oct. - Nov methods to handle troubles displayed on the touch panel of the mixing console Removal, Mar., and Basics of digital signals and 18 inspections and reinstallation of VTR for overhaul maintenance Oct. - Nov understanding of error messages, focusing on the reinstallation of VTRs for overhaul maintenance Adjustment of Mar., and Lecture on the basic structure 15 cameras for program production Oct. - Nov of cameras and practical training on back focus adjustment, white- and black balance adjustments and other topics. Adjustment of Mar., and Training on how to adjust the 20 audio level for program production Oct. - Nov sound level of VTRs, while prompting understanding of the importance of reference signals Regular and Mar., and Lectures and practical training 18 periodical VTR maintenance Oct. - Nov on the basics and maintenance of VTRs Measuring on Mar., and Confirmation of the existence of 16 transmitters for broadcasting Oct. - Nov or otherwise of equipment breakdown, and possible malfunctions arising in future Training on the RTA Management Mar Review and revisions of the 42 Maintenance and Operation Skills for Digital Broadcasting Equipment Training workflows and decision-making processes concerning equipment maintenance in the course of training, equipment maintenance and management methods and how to procure spare parts Procurement and arrangements for Feb. - Mar JET surveyed the current situation concerning 9 3-2

25 repair procurement and arrangements for repair, and RTA staffs facilitated a discussion to draw up appropriate plans for the same. MMP Introduction Mar. and Decision made on adopting 6 Workshop Aug MMP management support software to improve efficiency and the effects of equipment management. Introduction of the usage of MMP to equipment maintenance, studio, editing and OB vans/eng sections having adopted the software Training on Mar Lecture on the basic theory of 30 Overhaul of VTR the digital betacam format followed by practical training on disassembly & re-assembly, various alignments and case studies Advanced Course Aug Advanced version of the course 4 on Periodic Maintenance of VTR on the periodical maintenance of VTRs in the first project year. Methods and confirmation of how to adjust the major parts of a VTR, using oscilloscopes Training for Aug Maintenance of major 20 Maintenance of OB Van equipment loaded on a OB van, and how to use the measuring equipment (oscilloscopes) Training for ENG Nov Training on the basic knowledge 4 Camera of ENG camcorders, maintenance of ENG camcorders, the basic principles and use of oscilloscopes Training for MMP Aug The outline of MMP for studio 10 Adoption (1 st session) Training for MMP Dec equipment (Studio MMP) and the practice of data inputting in Sessions 1 and 2, followed by

26 Adoption actual use of Studio MMP in (2 nd session) trainees sections. A follow-up Training for MMP Jan. - Feb. session is conducted in 20 Adoption 2013 accordance with the learning (Follow-up) progress Training on MMP Sep. - Oct. Lecture to encourage 10 for spare parts 2012 understanding of the importance management (Parts of spare parts management, MMP) followed by the basics of MMP, how to input data, and usage of MMP Training on the Jan Encouragement of 10 theory of digital understanding of the theory of signals digital signals, focusing on the difference between digital and analog signals Training on the Jan Explanation of various 10 usage of measuring equipment, focusing measuring devices on the usage of oscilloscopes (including practical training) 3-4

27 3.2 OJT on the Digital Broadcasting Equipment OJT (August, October November 2010) Table OJT on the Digital Broadcasting Equipment (August, October November 2010) Training item Details 1 Method to repair the mixing console The touch panel on the mixing console installed in the announcement studio failed to work properly, and the C/P had no idea of appropriate procedures for repair, so that JICA experts gave instructions on the situation. They actually contacted the manufacturer for consultation, and managed to specify the spare part requiring replacement. 2 Removal, inspections and reinstallation of VTR for overhaul maintenance (4 days) (No. of trainees: 18 persons) Training was provided concerning the procedures to remove VTRs from the rack so as to ask the manufacturers to conduct overhaul maintenance; and reinstall them safely afterwards. At the same time, JICA experts gave instructions concerning the minimum basic skills for the C/P to accurately share the technical information of the state of malfunctions with the service center of the manufacturers. The C/P discussed the work method and procedures, and managed to improve understanding. To share the understanding among the trainees, a manual was drawn up. This training was conducted for staffs in charge of maintenance, including those in the regional stations of RTA. The training handled the following items: 1) Confirmation of scheduled training 2) Basics of video signals (analog and digital signals) 3) Menu 4) Error messages 5) Tags 6) How to remove VTRs (practical training) manualized (in Dari) 7) Creation of check lists manualized (in Dari) <The contents of training> 1) Training orientation An explanation was given and confirmation made concerning the overall schedule, purposes and standardization of training. 2) On video signals (analog and digital signals): The training concerning analog video signals was conducted to review the previous lessons and gauge the extent of the trainees basic knowledge. 3-5

28 Training item Details However, it emerged that more trainees lacked basic knowledge than JET expected. Therefore, the lecturer had to frequently review and explain basic matters while giving instructions. Although quite a few trainees had difficulty in communicating in English, those who could do so gave supplementary explanations in Dari, and the trainees helped each other improve understanding and took the ownership of RTA into account. As for the theory of digital signals, most of the trainees had no knowledge, and the training took time. Many trainees did not understand English, and training had to be conducted basically via interpreters, which took considerable time. The trainees understanding was seemed to be facilitated because the JET frequently used photographs and graphs in the textbook. 3) What is the Menu? The digital VTRs owned by RTA are regulated with a pre-configuration of more than 100 functions, and the current state inside the VTRs is controlled by a menu linked to the internal computers. When repair or overhaul maintenance of the VTRs is commissioned to external contractors, the setting of the VTRs may be sometimes changed when they are returned. This may subsequently interfere with the operation, so the training emphasized the need for RTA to keep a record of essential information about the menu. Among the menu functions, the function called Hour Meter gives information essential for overhaul maintenance. The trend shown in the Hour Meter suggests the timing of overhauls and gives clues when the VTR malfunctions and needs repair. Some trainees particularly staffs from local stations were unaware of the existence of the menu, so that it was useful to adopt this training. 4) Error messages: Sensors are installed in various places inside a VTR, and if the internal computer detects any malfunction or temporary failure in tape transport, an error message is displayed. Training referred to the error message function, how to confirm such messages and the meaning of major messages. Many trainees incorrectly believed that the function presented all the 3-6

29 Training item Details states of malfunctions in detail, including electric circuits, but learned the appropriate usage of the error message function through the training. 5) Tags: When racks were installed in RTA and the VTRs placed, tags were attached to all cables connected to the signal input/output connectors behind the VTRs. The name of each connector that should be connected is stated on the face of the tag attached to the cable concerned, while the name of the equipment to which the cable should be connected at the opposite end is stated on the rear. Trainees were trained to understand the meaning of the details stated on tags. 6) How to remove VTRs (practical training) manualized (in Dari) The trainees engaged in practical training to remove the VTRs from the 19-inch racks and reinstall them. Some trainees had already experienced removing the VTRs many times, while most of trainees from the local stations did not know the way of removing the VTRs since no local stations were equipped with digital VTRs unlike the station in Kabul. The trainees created a manual for the procedures involved in attaching/removing VTRs to/from the racks after the practical training, meaning the procedures can now be shared by staffs within RTA. The manual is in Dari and features easily understandable photos and drawings. 7) Creation of check lists manualized (in Dari) When the C/P asks the contractors and manufacturers for repair and overhaul maintenance, the staffs in charge are often unable to explain malfunctions or requests accurately, taking time to exchange information and causing problems involved repeated requests for repair. To avoid such problems, the staff in charge should learn the method of clarifying problems. The trainees of the training learned the items to inspect and confirm, and created check lists. The check lists will also help RTA crosscheck repair work when equipment is returned after repair. After the training session, the trainees made themselves lists in Dari and incorporated them into the manual. The VTRs were sent to Dubai for overhauls, and staffs there have already taken advantage of the training output. 3-7

30 Training item 3 Adjustment of cameras for program production (3 days x twice) (No. of trainees: 15) Details Many RTA staffs were unaware of the basic structure of cameras used in studios, hence training programs conducted by JET included camera adjustments for program production. Accordingly, the training was arranged to give lectures entitled the basic structure of cameras and practical training entitled back focus adjustment and white balance and black balance adjustments. During a Q&A session, JICA experts answered questions, and practical training concerning the operations of CCU and RCP in the sub-control room to adjust cameras remotely was conducted. During this training, staffs from local stations, together with studio operators of the Kabul station, participated. Since there were many trainees, they were divided into two groups, A and B. <The contents of training> common for Groups A and B 1) Lectures: JICA experts lectured about the following topics, presenting photographs and conceptual diagrams with a projector. The basic structure of cameras Color and the optic nerve Optical block The structure of CCD Lenses and flange back; what is smear? The principle of white balance What is an electronic shutter? Knee and white clip What is a gamma curve? What is a detail signal? Noise and cross color About PAL/NTSC signals Many trainees were learning about these basic matters and principles for the first time. Since understanding the topics taught in training would directly affect the appropriate use of cameras, the training was a good opportunity for staffs using cameras for work to do so. The training materials did not include English or any textual information, but the lecturer gave lectures using photographs and illustrations, which made it easier for the trainees to understand. The trainees were given the soft copies of the training materials as data so 3-8

31 Training item Details that they could use them immediately on site. 2) Practical training: All the trainees were given the opportunity to adjust the back focus, the white balance, and the black balance the adjustments necessary when the lens was replaced. Since no local station was equipped with digital cameras, unlike the Kabul station, many trainees from the regional stations experienced adjustment for the first time. RTA believes adjusting the back focus is essential for the use of any camera and thus staffs at local stations should learn the basics, together with those at the Kabul Headquarter. 4 Adjustment of audio level for program production (3 days) (No. of trainees: 20) However, CCU and RCP to control cameras remotely from the sub-control room were tuned for actual broadcasting. To avoid unwanted retuning of instruments for practical training, the lecturer explained the theory of the operations only. The staffs of the Kabul station became able to do the basic operations of cameras, CCU and RCP without any difficulty. When watching TV programs of RTA, there is a problem that it is difficult to catch the sound since the volume varies among programs. This is considered to be chiefly attributable to a lack of consensus and actual implementation of setting a uniform volume throughout all the stages from recording to program transmission, such as the adjustment of sound level when recording news in the field by ENG cameras and the adjustment of the level of audio mixing consoles in studios. In response problem, in this training, the trainees learned the following topics: 1) The meaning of the reference signal at 1kHz 2) The importance and method of recording reference signals on tapes during news gathering (ENG) 3) Adjustment of the sound level for video players for editing 4) The method of outputting a reference signal from studio mixing consoles 5) The method of adjusting the sound level of VTRs for editing by studio mixing consoles via reference signals The training was designed for staffs in charge of production, including those from the regional stations. In the latter half of the training, the trainees themselves created simple manuals in Dari. 3-9

32 Training item 5 Regular and periodical VTR maintenance (3 days) (No. of trainees: 18) Details Standardizing the method of adjusting the audio level is a future task, but the ENG/OB van section in charge of news gathering in the field, and indoor sections such as the editing rooms and studios do not frequently exchange technical information. The RTA sections should continue to consider how to set a uniform volume. Malfunctions which RTA encounter most frequently are related to VTRs. It is attributable to the fact that the staffs are not well aware of the need for maintenance work, and unsure how to proceed. The maintenance work for VTRs chiefly includes the following: 1) Regular maintenance, daily or weekly (including cleaning) 2) Periodical maintenance (including replacement and adjustment of 4 5 spare parts) 3) Overhauls (including replacement and adjustment of numerous spare parts) The training was designed for staffs in charge of technology, including those from the regional stations. It was agreed with JET to teach the following topics in training because of varied technical levels and experiences among the trainees: 1) The basics of VTRs (lectures and practical training) 2) Need and method of regular and periodical maintenance (lectures and practical training) <The training contents> 1) The basics of VTRs <Lectures> Format of VTR The mechanism of digital batacam DVW-A500P What is the cleaning of VTRs? The need of regular and periodical maintenance The maintenance menu function of VTR <Practical training> Troubleshooting for malfunctions due to jamming of the tape As for the troubleshooting for jamming of the tape, since it happened frequently on program production, the staffs of the Kabul Headquarter were used to it, however, no trainee from the local stations has skills for handling the problem. 3-10

33 Training item Details Thus, it was arranged for staffs at the Kabul Headquarter to teach those at local stations in practical training. Since many trainees had used analog VTRs, they had no problems with the usage of VTRs. However, the vast majority did not understand the internal structure of the devices, and the structure of the machinery. Almost none of the RTA staffs were aware of the theory of signals necessary to maintain digital VTRs, although the main VTRs were digital betacam. It was thus meaningful for them to have learned the basic theory with the support of JET, since it would allow them to reduce unnecessary malfunctions and disabilities of VTRs. Trainees were given soft copies of the training materials on request, so that they could exploit the knowledge and skills learned immediately on site. 2) Need and method of regular and periodical maintenance (lectures and practical training) Regular maintenance involves cleaning VTRs, which can be done with cleaning tapes and manually. The Japanese experts first explained the cleaning methods and which should be applied when, whereupon the trainees engaged in practical training. 6 Procurement and arrangements for repair RTA had cleaned VTRs with cloths of dress shirts, since it could not afford special cleaning cloths specified by the manufacturer. Now, however, they learned that they should only use cloths specially designed for cleaning to avoid malfunctions. The Project procured and supplied them with special cleaning cloths as specified by the manufacturer. Japanese experts surveyed the current situation concerning procurement and arrangements for repair, and RTA staffs discussed with the experts to draw up an appropriate plan concerning procurement and arrangements for repair. As a result, as a technical achievement, a draft of the Replenishment Plan for Digital Video and Audio Spare Parts was drawn up OJT (February March 2011) Table OJT on the Digital Broadcasting Equipment (February March 2011) 3-11

34 Training item 1 Measuring on transmitters for broadcasting Details A Japanese expert confirmed the status of operation of transmitters, a core facility for broadcasting services. Moreover, training was provided in relation to the existence or otherwise of breakdown of equipment, and possible malfunctions arising in future, etc. RTA offered a room in the Kabul TV transmitting station (in Asmai) for a training venue. A total of 16 trainees participated in the training, of whom 9 worked for TV transmitter station; 2 people for the medium-wave transmitting sites; 1 person for the short-wave transmitting site; 1 person for a satellite transmitting site; and 3 for the maintenance and other sections. 2 Training on procurement and arrangements for repair The result of surveys by the Japanese expert on the status of operation of TV transmitters, malfunctions of equipment, etc. found no particular problem. A JICA expert explained details of how to draft trouble reports and contact the relevant people in case of serious problems. A JICA expert surveyed the current situation concerning procurement and arrangements for repair, and RTA staffs facilitated discussion to draw up an appropriate plan concerning procurement and arrangements for repair. As a result, as a technical achievement, a plan to replenish digital video and audio spare parts, etc. was drawn up. 3.3 Trainings on the Maintenance and Operation Skills for Digital Broadcasting Equipment Preparation of Manuals Although RTA had English operation and maintenance manuals for broadcasting equipment, those were not properly managed or efficiently utilized. According to recommendation that the promotion of proper utilization of the manuals could improve the maintenance and operation skills of the RTA personnel, JET discussed with RTA on how to promote the utilization of the manuals. Although the manuals were written in English, most of the RTA staff lack English reading and writing skills. Therefore JET had the manuals translated into the local language (Dari) using a local translator with supervisor of the C/Ps in Afghanistan. The portions that the RTA considered most important were selected from large-volume operation and maintenance manuals and a total of 715 pages were translated into Dari Preparation of the Technical Information Library in RTA Though the Internet is a must to obtain technical information and to ensure close communication with manufacturers, Internet access was limited in RTA to some managers and many staffs were unable to obtain or exchange information online. Therefore, as part of the Project activities, PCs and Internet 3-12

35 connections were prepared for equipment maintenance. As the staff was provided recommendation by JET that the key is to use the necessary information resources effectively and improve their knowledge and skills on a daily basis, the Project team worked on improving the environment so that RTA staff could obtain the required information, in addition to the preparation of manuals in Dari described in the above section and the dictionary and case studies book mentioned in sections 4.1 and 4.2 below. Though the initial plan was to set up a library with PCs, Internet access, manuals, and technical documents so that any RTA staff can utilize it anytime as needed, following discussion with RTA management and JET, the plan was changed due to security considerations and the information resources are separately set in the managers rooms RTA Management Training (Problem Analysis Workshop for Technical Managers) Through the problem analysis workshop and other activities conducted in RTA in March 2010, it was recognized that RTA s organizational capacity still had plenty of room for improvement, particularly staff motivation, workflows, decision-making processes and communication methods. This management training was conducted to encourage problem-solving at RTA by changing managers mindsets in this area, focusing on methods for operation and equipment maintenance and the procurement of change parts. During the training the participants reviewed the workflows and decision-making processes concerning equipment maintenance and exchanged opinions on improvements. As a result, it was decided to improve training management using management support software which is called Maintenance Management Program (hereinafter referred to as MMP ) from the second project year onward. Accordingly, RTA established a management system enabling visualization of the maintenance and management of equipment and the need to replace spare parts through MMP (see following section for reference) MMP Introduction Workshop As a result of the above described problem analysis workshop for technical managers, RTA s management issues were identified. As a concrete solution to such issues, JET proposed management improvement using MMP. MMP has been developed by a manufacturer of broadcasting equipment as a tool (software) to assist in managing equipment maintenance sections of broadcast stations mainly in developing countries. If, for example, data of a VTR hour meter is input every month, the system will calculate and show the timing of the next maintenance work and the total parts cost, which facilitates budget planning for the following year. A workshop to introduce MMP was held, together with the RTA management training outlined in the previous section, and a meeting to discuss organizations in charge of the MMP operation. Accordingly, a plan to adopt MMP in the following manner was drawn up, and the decision was made to conduct MMP introduction training programs from the second project year (for the MMP training program, see 3-13

36 section Training for MMP Adoption ). <Type of MMP to be introduced> MMP for studio equipment (hereinafter referred to as Studio MMP ) <Sections adopted Studio MMP> * Management Deputy General Technical Director Chief Engineer * Four departments to operate Studio MMP 1) Maintenance Manager 2) Broadcasting Manager 3) Editing Manager 4) OB van Maintenance Manager * One staff member in charge of Studio MMP each from the sections (4 persons in total), together with the managers of the sections listed above (Later, three sections - power-supply facilities, transmitters and radio sections also adopted Studio MMP. The number of sections using Studio MMP totaled 7, accordingly.) <Timing of introduction> Training of data input and operation of Studio MMP for around three weeks in the first session in 2011 was implemented. The participating organizations completed the following tasks by the training: 1) Input data of the equipment of which the group is in charge to an Excel sheet. (Excel formats for the data input have been provided.) 2) Each equipment item must have a unique identification name. Consider a naming method common to all groups. 3) Consider how to show the ID name on the equipment (e.g. sticker) Training on Overhaul of VTR in Dubai Taking the opportunity to overhaul VTRs under a separate contract, the Project provided training in Dubai on how to deal with and repair failures of digital betacams, which are the major VTR equipment in RTA. This training was conducted at a manufacturer in Dubai to learn technical information kept by the manufacturer. It is hoped that, as a result of the training, the RTA staff s skills to deal with failures on site will be improved and the stable operation of broadcasting equipment will be promoted. The Training Plan expert of the Project coordinated all the training sessions in Dubai to ensure the training would be smoothly conducted. The training contents were as below: Overview of approach to Service of VTRs in the Broadcast environment VTR setup menu Basic theory of digital betacam format 3-14

37 Overview of service procedure for Digital VTRs Mechanical disassembly & re-assembly Mechanical alignment Servo system alignment Electrical alignment History of common problems Question & Answer The training served as a good opportunity to clarify the characteristics of each engineer: namely, who had a good knowledge of the theory, who was skillful and could swiftly and accurately disassemble equipment, and so on. The Project conducted the subsequent training courses by aiming to exploit such characteristics of each engineer and allow RTA to conduct training on its own in future. This approach encouraged the trainees to become aware of leadership in the organization. It also encouraged staffs to start sharing and passing on knowledge and skills to other staffs, though such customs had not been practiced previously Advanced Course on Periodic Maintenance of VTR As a start to the course, trainees learned the need for periodic maintenance for broadcasting equipment, in particular, VTRs because of their mechanical structures. They also learned that this maintenance was needed to avoid breakdown, as well as maintain video image quality and reduce costs. This time, since the trainees had attended the course on periodical maintenance of VTRs in the first project year, the following topics were taught in this advanced course. More than 80 % of the course work was devoted to practical training, where the trainees learned, using measuring devices such as oscilloscopes, how to adjust the major parts of a VTR. 1) How to use service manuals on PCs (lecture) 2) About special tools for maintenance work (lecture and practical training) 3) Types of spare parts and methods of replacement (lecture and practical training) 4) How to adjust the machine after replacement of spare parts (lecture and practical training) 5) Confirmation after adjustment (lecture and practical training) Practical training was given by always referring to the service manuals which the RTA owned in consideration of continuance of the trainees skills of VTR maintenance Training for Maintenance of OB Vans The course chiefly focused on major equipment loaded on a OB van namely, VTRs, camera heads, camera control units (hereinafter referred to as CCU ) and measuring devices, oscilloscopes. To ensure the training properly reflected the current state, specifically RTA staffs lacking the knowledge necessary to maintain the equipment, the training was designed to incorporate requests of RTA as much as possible as listed below. The training course was implemented for a total of 5 trainees. 3-15

38 Basics of VTR Regular (daily/weekly) maintenance of VTR Basics of the camera system Principle of the major functions of camera system Meaning and principle of the operation buttons, etc. of CCU Principle of oscilloscope Practice in basic use of oscilloscope Since all the trainees had little knowledge and were even unaware of the difference between digital and analog signals, the course offered a lecture by a Japanese expert in charge of Digital Video Equipment on the basics of VTR, the importance of regular maintenance and related cautions on one hand, and, on the other, practical training on cleaning of VTR heads with special cloths. As for cameras, the principle of operation buttons, etc. and the meanings of, for example, gain switch and knee were explained. Moreover, instructions were given concerning oscilloscope, and the trainees practiced using them, whereupon they mastered the basic operation of measuring devices. The trainees had varied backgrounds: some were from maintenance or production sections and others from sections in charge of transmitters and etc. The levels of their skills and knowledge on detailed points also varied. As a result, the training proceeded somewhat inefficiently. It was acknowledged that, in order for RTA to continuously and self-reliantly conduct training, it should become able to train personnel to serve as lecturers and conduct training to some extent within each section Training for ENG Camera This course was held in Dubai. The model of using the camcorder for electric news gathering (hereinafter referred to as ENG ), which is a camera integrated with a VTR, which RTA actually used (Sony, DVW-707P) were rented in Dubai, the training site, prior to the training. To maximize the effects within the short time, the training incorporated the requests of the four trainees and focused on Q&A sessions as much as possible, prioritizing topics that were highly necessary on site. The course descriptions were as follows: Basic of the VTR part of camcorder Regular maintenance (daily/weekly) of the VTR part of camcorder Basic of the camera part of camcorder Principle of operation buttons, etc. (major functions) of camcorder Principle of oscilloscope Practice in basic use of oscilloscope (practical training) The work experience and technical levels of the trainees varied considerably. The course gave very basic knowledge and principles of, for example, color temperatures and camera filters, which trainees should have known in advance to operate the equipment. A participating cameraman raised a question, saying that he could not focus correctly when using the zoom function. It then emerged that he had no 3-16

39 knowledge of how to adjust the flange focal length, which is essential for cameramen. Taking this into account, the expert promptly arranged practical training in adjusting the flange focal length. Dealing with problems as seen here is expected to enhance the capacity of the trainees for judgment to find incorrect adjustments rather than simply concluding that the equipment was broken Training for MMP Adoption MMP management support software designed for section administrators in the technical department of broadcast stations in developing countries has three versions: Studio MMP for studios and editing equipment; MMP for spare parts management and ENG MMP for equipment management for ENG. First, the training was conducted to have RTA adopt Studio MMP. During the third project year, training on adopting the MMP for spare parts (hereinafter referred to as Parts MMP ) management was conducted. (1) Studio MMP Training on adopting Studio MMP was conducted in three sessions. Sessions 1 (in August 2011) and 2 (in December 2011) were each aimed at 10 trainees, giving them the opportunities to learn the outline and basics of Studio MMP. After the sessions, the trainees actually used MMP in their own sections. A follow-up session was conducted (in January 2013) for 20 trainees, using actual data and case studies to have them get used to the software and use it on a routine basis. i. Training for MMP Adoption: Session 1 The course began with explanations of the necessity and advantages of maintenance work for equipment. This was followed by work asking the trainees to elucidate problems of the current management system of RTA and list the possible advantages of adopting Studio MMP. Next, the trainees received practical training in the input of data concerning equipment and places to allocate equipment and methods of periodical data input and the use of MMP data. The trainees practiced various input methods and the use of Studio MMP, using mock data for a virtual broadcasting station. Decisions and confirmations were made on the following matters, and a confirmation letter was created in English and Dari for RTA to facilitate MMP by themselves. Sections using MMP (Studio, Editing, OB van/eng, and Equipment maintenance sections)will operate Studio MMP independently Appointment of a manager supervising Studio MMP (a chief engineer has been already appointed by the Technical General Director of RTA) Appointment of a person responsible for management of Studio MMP in each section Clarification of the coverage of Studio MMP of the four sections Preparation of action items (data input, etc.) and schedule until the second session of the training course 3-17

40 ii. Training for MMP Adoption: Session 2 In the second session, the actual data input by the trainees after the first session would be assessed for problem solutions. However, since only three of 10 registered people attended the previous session, the contents of the course was modified for solving problems. The first session of the training course was addressed to four sections namely, Studio, Editing, OB van/eng, and Equipment maintenance. This time, new trainees from three sections (Power-supply facilities, Transmitters and Radio) also joined the course. Thus, the course repeated the basics of MMP but in a short time, seven days, as opposed to three weeks spent in the first session, hence focused on the basic management, part of the functions of Studio MMP. The course descriptions concerning the basic management were as follows: The need for maintenance and management of equipment The basics and use of Studio MMP Practical training of data inputting Trainees from Studio and OB van/eng out of the four sections participating in the first session had completed one of the action items, data inputting. Trainees from the section in charge of the Power-supply facilities who joined the training course from this session had learned, before joining the course, how to use Studio MMP, and brought actual data. Thus, practical training was implemented concerning problem solutions by assessing three kinds of actual data. Since ethnic balance is a sensitive issue, RTA had to carefully select the trainees to be dispatched. Although JET advised that core members should be trained first to have staffs familiar with Studio MMP, RTA was unable to send the same trainees to both Sessions 1 and 2. The training courses also revealed that the trainees lacked basic knowledge of PC operation: namely, they had other issues to tackle, such as improving PC operation, to have staffs familiar with Studio MMP. iii. Follow-up Training to Adopt Studio MMP A follow-up session was conducted in response to the training to adopt Studio MMP that was conducted in the second project year as part of the Studio MMP adoption training. In the second year, the training was addressed to staffs in managerial posts of each section to adopt the Studio MMP, and now the sections from which staffs attended the training course use the Studio MMP. The third project year was spent on examining the project outputs, clarifying any problems of training conducted the previous project year, and discussing potential solutions. The examinations of the outputs focused on the objectives of adopting the Studio MMP, namely, management of locations of equipment, forecasting the timing of maintenance work, listing spare parts subject to regular replacement and maintenance reports. The latest training was designed as a follow-up training course, but quite a few trainees attended the 3-18

41 course for the first time. Accordingly, a prior orientation was conducted before the third-country training to prompt them to understand the basics of the Studio MMP and the training objectives. The outline of MMP Practical training on data inputting Usage of input data How to back up MMP data (2) Training on Parts MMP Training on Studio MMP was conducted as part of training on MMP adoption in the second project year. This time, training on Parts MMP was conducted so that RTA could learn how to manage spare parts in stock, and plan the introduction of new equipment and the related budget. In Afghanistan, since no manufacturers of broadcasting equipment provide appropriate maintenance services, RTA itself maintains the equipment it owns. In reality, however, their spare parts are stored in poor maintenance environments, even alongside the spare parts of other equipment no longer in use. Thus, RTA staffs had difficulty in immediately locating the necessary spare parts. Since Parts MMP solves such problems, the participants engaged enthusiastically in the training session. In light of the training experience on Studio MMP, training to adopt Parts MMP for spare parts management was conducted over 4 weeks to allow RTA staffs to get used to the software, after which follow-up activities to support their actual operation were carried out. Training to Adopt Parts MMP Since RTA has a section responsible for equipment maintenance at each of the TV, Radio, Transmitter and other departments, applications for participating in the training were accepted from the five sections: namely, TV maintenance, OB van, Radio, Radio Transmitters and TV Transmitters. Since a training session to adopt MMP had been conducted in the previous project year, Studio MMP was better known in RTA. The training was conducted under the ownership of RTA: trainees already aware of what Studio MMP was for gave a detailed account of it to other trainees. Since the training was designed to enable the participating trainees to immediately engage in their duties using Studio MMP, they were requested in advance to bring information about spare parts management at their sections, and engaged in practical training with actual data brought in by themselves. Because the training was closely linked to practical work, the trainees could easily manage to learn tips on how to use the software and exchanged various opinions and ideas concerning usage in the field during the training session. The software of Parts MMP was customized to meet the RTA situation, accordingly. The training topics were as follows: 3-19

42 Necessity for spare parts management The basics and usage of Parts MMP Practical training on data inputting Advanced search for spare parts Assistance in spare parts order placement Data on entry/dispatch of spare parts, and total assets Training to Adopt MMP for Spare Parts Management Following the training to adopt Parts MMP conducted in Istanbul, follow-up training for practical work was conducted on site in December The TV maintenance section within the RTA Headquarter was designated as a model case for staffs familiar with Parts MMP for spare parts management. At the same time, RTA joined Japanese experts to conduct a survey on the current state of the 5 participating sections, the findings of which are outlined in the following table: Section TV maintenance OB van Radio Radio Transmitter TV Transmitter Table Survey on the Current State of Sections Adopting MMP for Spare Parts Management after Training State of spare parts Data input Issues storage The warehouse is being Following sorting The sorting and data-inputting sorted to be made a of the warehouse, works continue, with completion model case. input of all data is scheduled for March scheduled. Several thousand spare parts for equipment no longer in use are in stock, despite a shortage of spare parts needed and requiring management. The same as the OB van section. Spare parts are labeled and stored on shelves in a warehouse. The warehouse is clean and tidy but small. Because of the situation stated on the left, no data-inputting work is conducted. The same as the OB van section. A list of several hundred spare parts is compiled to input data in Parts MMP. The section has already started to create a database for management with MMP. Currently, the TV maintenance section manages spare parts for OB vans, but the OB van section plans to manage parts on its own in future. Spare parts that no longer used are being disposed of. A number of identical codes were applied to multiple items, so revisions were made upon the advice of Japanese experts. The section has been actively making progress to adopt Parts MMP. Since codes were not attached to many items, a database is being created by setting original code numbers. The section has been enthusiastically making progress. 3-20

43 The OB van and Radio sections located within the RTA Headquarter leave the management of their spare parts to the TV maintenance section and thus lack their own warehouse at the moment. However, they are planning to manage spare parts individually in future and dispose of unnecessary parts. The Radio Transmitter and TV Transmitter sections, both of which are remote from the Headquarter, have exploited the lessons learned in training: they have labeled racks and store spare parts in storage boxes to facilitate locating the necessary spare parts. They are currently sorting out data and taking actions; fully aware of Parts MMP Training on the theory of digital signals At the moment, most RTA staffs work without having basic knowledge of the theory of signals, since no staff member is sufficiently proficient to conduct internal training. The training was conducted among mid-ranking staffs so that they could learn the basic theory of digital signals and promote improvement of technical skills and knowledge among all staffs. JET conducted hearings to determine aspects of basic knowledge in short and problems related to equipment maintenance caused by a lack of knowledge to design training that were practical and directly rated to actual work. As a result, lectures initially focused on the difference between analog and digital signals, followed by the advantages of digital signals, and the principles of digital compression technology enabling long-hour recordings on DVDs, digital VTRs and other digital media. The trainees also learned how to handle various digital equipment and the backgrounds since digital VTRs, camcorders and other digital equipment comprise digital circuits, even if their basic functions are identical to those of analog equipment. The training topics were as follows: Difference between digital and analog video signals Standards for digital signals Why is digital compression technology essential? The principles of digital compression technology The principles of error correction technology Digital transmission technology Notes on handling digital equipment Staffs in charge of program production, cameramen, engineers in charge of maintenance and staffs of various fields from the studio equipment and transmitter sections participated in the training. Accordingly, the training covered a wide range of topics, including specialized perspectives of each field, the principles of electric circuits such as conversion from digital to analog signals and digital broadcasting technology as a broadcasting system. 3-21

44 Training on the Usage of Measuring Equipment RTA owns a number of measuring equipment, most of which are to adjust newly procured equipment (under Japan s grant aid cooperation) when installed, and thus unused under normal circumstances. Since staffs lack understanding of the characteristics and purposes of the equipment, they are also unfamiliar with its usage. Moreover, they do not know the different aspects of using the equipment and oscilloscopes required for actual maintenance and inspection work, and are unable to use appropriate measuring equipment appropriately. The training first gave lectures on basic knowledge, namely, how to use various measuring devices, followed by lectures and practical training on the usage of oscilloscope which is the most heavily used item in practical work. Since measuring devices are closely related to the theory of digital signals, the training was conducted simultaneously with training on the theory of digital signals so that the trainees could deepen their understanding interactively. The training topics were as follows: Basic structural components of oscilloscope How to handle probes and cautions Practical training in the usage of analog oscilloscope Practical training in the usage of digital oscilloscope Digital signal measuring technology In practical training following lectures, the trainees actually handled signal generators which could generate various frequencies and voltages. They trained themselves in a manner whereby those who had mastered how to measure frequencies prompted others to try to measure different frequencies. The training session was attended by staffs in charge of program editing, transmitting and various other sections, including those which actually owned digital oscilloscopes. 3-22

45 4 Outputs Obtained through the Project Activities 4.1 Achievements of Outputs of the Project The achievements of outputs have been described in terms of indicators shown in Table below. As for implementation of internal training, training sessions in the first project year were attended by many participants since training was held in Kabul, but the total number of participants in training fell in the second and subsequent years since training was held overseas. Despite this, it appears that the training sessions overseas were held at hotels and other suitable training venues, enabling participants to concentrate and perhaps attain high-level proficiency. It is concluded that the project outputs have been produced in terms of the indicators as shown in the following table. Noteworthy outputs are shown in Sections 4.2 and 4.3. Table Achievements in Relation to Predetermined Indicators No. Indicator Achievement The first project year 1-1. The lists of the RTA broadcasting equipment are renewed. The lists of broadcasting equipment at each section were renewed by including maintenance and inspection records, the existence of manuals and other new factors RTA staff s operation procedures for the broadcasting equipment are identified. Simple manuals for operation procedures for the broadcasting equipment were created, and efforts were made to encourage RTA staffs to use them RTA s system and procedures for the broadcasting equipment maintenance are identified. Problems related to operation and management were analyzed, and tables of records necessary for management were created so that RTA staffs could operate and maintain the broadcasting equipment with appropriate procedures Training on the digital broadcasting equipment operation is implemented. Together with the following Item 3-2 below, training was implemented on 30 topics for a total of 152 days and with the participation of 260 trainees The necessary equipment and spare parts to maintain the broadcasting equipment are Various equipment was procured (for details, see Clause 5.1). procured Training on the digital broadcasting As Item 2-1 above. equipment maintenance is implemented A plan to procure the necessary parts for the broadcasting equipment maintenance is prepared. Draft Replenishment Plan for Digital Video and Audio Spare Parts, etc. were created in both English and Dali. The second project year 4-1

46 No. Indicator Achievement 1-1. The lists of the broadcasting equipment of RTA are updated. Following the introduction of Studio MMP, the lists of the broadcasting equipment for four sections were updated The operation manuals for the broadcasting equipment of RTA are updated. As in the first project year, simple operation manuals for the broadcasting equipment were created. A total of 225 pages of manuals, which were provided by equipment manufacturers at the time of procurement and would be frequently used, were translated into Dali The maintenance manuals for the broadcasting equipment of RTA are updated. As in the case above, manuals were created and a total of 435 pages of maintenance manuals that were provided by manufacturers and would be frequently used were translated into Dali Training on the operation skills for the broadcasting equipment is implemented. Together with the following Item 3-2 below, training was implemented on 6 topics for a total of 32 days and with the participation of 44 trainees A sustainable system to implement training on the broadcasting equipment operation is established. Discussion was made about Training Plan drafted in the first project year to consider a feasible training scheme (The training plan was created separately as an output of technical cooperation) The necessary equipment and spare parts to maintain the broadcasting equipment are procured. Equipment and spare parts, particularly those which were fragile, were procured for maintenance (for details, see Clause 5.1) Training on the digital broadcasting The same as Item 2-1 above. equipment maintenance is implemented A sustainable system to implement the The same as Item 2-2 above. training on the broadcasting equipment maintenance is established A plan to procure the necessary parts for the broadcasting equipment maintenance is updated. The project term was extended for a year, and the Replenishment Plan drafted in the first project year were finalized in the third project year. The third project year 1-1. Follow-up training on Studio MMP is implemented and the number of departments adopting the equipment increases. Training was implemented for 29 days and with the participation of 30 trainees. This time, the coverage of training was expanded from the previous four to all seven sections of the technical department Parts MMP for spare parts management is adopted and spare parts are appropriately Training was implemented for a total of 36 days and with the participation of 20 trainees, and the 4-2

47 No. Indicator Achievement managed. introduction of Parts MMP allowed each section of the technical department to appropriately unify the management of spare parts, which had been managed in a disorganized manner Training on the theory of digital signals is conducted, and trainees gain deep Training was implemented for 7 days and with the participation of 10 trainees. understanding of the basic details Training on the use of measuring equipment is conducted to improve the skills of the trainees. Training was implemented for 7 days and with the participation of 10 trainees. It focused on practical training and enabled the trainees to improve their skills. 4.2 Creation of Deliverables of the Technical Cooperation (1) Compilation of a Dictionary of Broadcasting Technical Terms To develop the capacity of RTA staffs, it is fairly effective to use technical documents such as Broadcasting Technical Term Dictionary. RTA, however, had documents in English only, so those who had difficulty in English could not read them. In response, the Project set up, as part of its activities, a Committee on Compiling a Broadcasting Technical Term Dictionary (hereinafter the Compilation Committee ) in RTA, targeting the creation of a Broadcasting Technical Term Dictionary in Dari. Six staffs in managerial posts in the Technical Department of RTA joined the committee. In the first project year, JET collected basic information about and analyzed problems of RTA, and pointed out that RTA lacked information sources (such as technical information publication, reference books and Internet access) available to their broadcasting engineers. JET thus concluded that the RTA broadcasting engineers lacked access to information and opportunities to increase their knowledge and technical levels with voluntary efforts and solve problems at work. The C/P proceeded to compile the dictionary step by step: selection of terms, defining the terms, translation between English and Dari and review and revisions. To define the terms, they used manuals issued by manufacturers and reference books featuring technical information and broadcasting technologies available on the Internet (the Internet connections were prepared as described in section above). When referring to existing information, they were careful not to infringe any copyright. The Compilation Committee set out a target of creating a draft version containing 50 terms by March 2011 and a final version with 400 terms by March Striving actively, the Compilation Committee managed to complete the dictionary in Dari covering 470 terms, which exceeded the target. The JICA experts and C/P exchanged opinions using manuscripts in English with the help of an English-Dari interpreter, who also participated in the compilation work, but most of the discussions and compilation work were made in Dari. Of the participants, a cameraman in charge of overseas news was 4-3

48 the only person who could manage to discuss and create documents in English and operate personal computers, and thus had to do most of the compiling work. Even so, RTA treasured the fact that it managed to compile the dictionary using only its own human resources. (2) Compilation of a Case Studies Book of Broadcasting Equipment Troubleshooting Case studies featuring previous troubles of equipment are useful for avoiding other troubles and troubleshooting. Following the advice of JET that RTA should accumulate the knowledge of engineers, put their experiences in writing and share them for sustainable equipment operation, RTA compiled troubleshooting based on previous problem-solving at the Kabul Headquarter and the regional stations to create a case studies book of broadcasting equipment troubleshooting (hereinafter referred to as Case Studies Book ), both in Dari and English. RTA had not engaged in marshaling and recording case studies of troubles, but its staffs showed understanding of the importance and compiled the Case Studies Book. On the initiative of the Compilation Committee, the C/P started to compile the Case Studies book in October 2010 and completed a draft version, including 20 cases, by the end of the first project year. Moreover, a total of 10 RTA broadcasting engineers joined work in compiling the case studies book intensively conducted in the second project year (in August 2011) in Dubai. They aimed to improve the draft version created in the first project year by incorporating more practical contents. The C/P proceeded with the compilation work step by step: selection of cases, determination of the person in charge of comments in each case, introduction cases and discussion by two-person team and presentations and discussions, where experts aimed to elicit the experience and knowledge of the participants and reflect them in the Case Studies Book. The final version was completed with 21 case studies. It is believed that reviewing previous troubles through the compiling work helped Compilation Committee members further enhance their skills. (3) Creation of a Replenishment Plan for Digital Video and Audio Spare Parts In drawing up a replenishment plan for digital video and audio spare parts (hereinafter referred to as the Replenishment Plan ), in view of the erratic budget allocation among fiscal years by the Government of Afghanistan, the need to clarify the approach to replenishing spare parts was acknowledged. This was an arrangement to enable the C/Ps to update the plan and procure the necessary spare parts of their own accord, even after completion of the Project. The mainstays of the approach to the replenishment plan were as follows: To take into account the service life of equipment To bear in mind the timing for parts replacement as recommended by manufacturers To take into account the term of maintenance services provided by the manufacturers in case the manufacturers decided to discontinue production To bear in mind that the degree of wear and tear of parts varies depending on the environment 4-4

49 To consider the possibility of purchasing new equipment when expensive spare parts are required To take into account the fact that no supplier of the manufacturers of broadcasting equipment exists in Afghanistan Based on the above mainstays, it can be concluded that RTA should keep spare parts in stock at all times, rather than purchasing when needed. In addition, the studio broadcasting equipment used by RTA is expected to be discontinued due to the global shift of broadcasting stations to digital terrestrial broadcasting systems and high-definition television. Moreover, since this also involves cessation of production of related spare parts, it is expected to become increasingly difficult to maintain and manage the existing equipment. One countermeasure is to conclude annual maintenance agreements with some manufacturers to secure a stable supply of spare parts. Before anything, however, RTA must establish its basic stance as a plan to replenish spare parts. Considering these factors, RTA created the Replenishment Plan with the support of JET. At the same time, thanks to the output of MMPs that automatically indicates when spare parts need replacement, RTA can now clearly determine the volume of spare parts in stock. In future, RTA is encouraged to use the output of MMPs as materials indicating reasonable grounds for prompting the government to secure the budget. (4) Creation of the Training Plan for Technical Department of RTA A training plan for Technical Department of RTA (hereafter referred to as Training Plan ) was drawn up by the C/P with the support of JET and in view of the situation affecting the RTA Technical Department, future prospects in the coming years (less than five years); and in consideration of the nature of training, implementing scheme and other elements which could help the RTA technical department conduct training programs of its own accord and on a continual basis in future. Discussions began by sharing and recognizing problems with senior engineers of various sections of the Technical Department. Careful attention was paid so that discussions could focus on specific aspects of the Training Plan. For this purpose, all the issues raised were classified into three categories: problems of the organization themselves; those arising from individual workers, such as capacity, methods to accumulate knowledge; and those arising from an inability to secure the necessary budgets. This was an arrangement to avoid any short-sighted discussion blaming the inability to secure budget for all problems. As scheduled, a draft of the Training Plan was completed at the end of the first project year. In the second project year, a review was made to improve the drafted plan by sending a total of seven trainees to Dubai. All participating trainees shared examples of self-help efforts which the RTA staffs were making in everyday work to select and list effective activities of those currently undertaken by RTA and eventually improve their technological capacity. The participants also listed general training activities to which RTA were committed. 4-5

50 The trainees then discussed whether or not the items on the list could achieve the effects, sorted out those potentially effective, and examined approaches (terms of training programs, days required, learning materials, sources of technical information, etc.) necessary to implement the selective items as training courses. The trainees sent to Dubai took the results of the discussions back to RTA to consider their feasibility at their workplaces, incorporated the results of the consideration in the final version and finalized the training plan. 4.3 Achievements from Training and Other Project Activities (1) Accumulation and Sharing of Manuals and Technical Documents During the initial dispatch of JICA experts in March 2010, JET gathered information and investigated the actual state of the RTA Technical Department at the onset of the Project through the baseline survey and problem analysis workshop, and all concerned parties shared information on various problems of the Technical Department. An inventory list and various work journal sheets were created, and consideration was made together with JET so as to collect and accumulate basic data. After sorting out RTA s problems on the Technical Department, it emerged out that they did not fully utilize the operation and maintenance manuals due to a lack of English proficiency. Thus, a total of 715 pages of the operation and maintenance manuals that were frequently used on a daily basis were translated into Dari as part of the Project activities to encourage staffs of the department in RTA to improve their skills. It was also decided to found a Compilation Committee as well as translating the operation and maintenance manuals into Dari. Moreover, in view of the low literacy rate and poor reading habits, guidance was given to the C/Ps concerning how to create simple manuals. This helped improve the working environment, and in settlement of technologies and information sharing within RTA so that not just educated engineers but also workers at different levels could effectively utilize manuals. Prior to implementation of this project, RTA had no sufficient information sources available to broadcasting engineers, and the experience and skills of engineers were held by each individual and were neither sorted nor systematically shared at the workplaces. To rectify this, the C/P created simple manuals on operation and maintenance of broadcasting equipment, the Broadcasting Technical Term Dictionary, the Case Studies Book in Dari and other documents to facilitate efforts by engineers to share knowledge of broadcasting technologies. The participants in the training programs did recognize the significance and importance of these activities. However, in reality, since only a limited number of staffs had a minimum knowledge of English and computer literacy, the number of staff who proactively participated in the work was also limited. It is considered important to prompt RTA staffs to update and improve the Dictionary and Case Studies Book, both of which were produced as outputs of the Project. To ensure this, the capacity of RTA managers to manage the organization must be improved so that they can assign the right tasks to the 4-6

51 right people and supervise the work progress. It is also acknowledged that RTA must commit itself to improving basic proficiency in English and operational computer literacy among staffs. (2) Improvement of Management Capacity The low management capacity and insufficient management system were recognized in the problem analysis workshop conducted when the Project was launched. In response, a training program for managers was conducted to improve the management capacity, management system and workflow so as to prevent unnecessary problems with equipment from occurring in advance, secure the appropriate annual budget for maintenance and management costs, and clarify the scopes of responsibilities of operators and maintenance and management engineers. As part of efforts to improve the management capacity, MMPs were introduced. It is reported that, at the early stage of the training to adopt MMPs, most of the trainees voluntarily spent their break time in the training course on the software, since it was the first time that they had come across a rational data management method using computers. Prior to the training, most of the trainees were not used to computers and did not even know the term double-click, but learned that the software was useful for their work and committed themselves actively to training. This served as a trigger to utilize PC software to a greater extent for maintenance and management work in future. For equipment management, MMPs requires a unique ID for each piece of equipment, registration of the data, and posting of ID labels to the actual equipment. The relevant RTA staffs and the JET spent long hours discussing how to assign IDs because it was the first and basic step to managing equipment according to a certain rule. Based on these discussions, IDs were assigned to all pieces of equipment to be covered by MMPs, which were then managed by the software. (3) Periodical Inspection and Routine Maintenance In the advanced course on periodical VTR maintenance, trainees learned the need and methods for periodical replacement of spare parts, and how to adjust the relevant structural and electrical parts. In particular, the trainees thoroughly studied the basic use of measuring equipment such as oscilloscopes required for electrical adjustment. At the same time, they were beginning to use service manuals effectively, though they had not done so previously due to language-related problems. Since these manuals contain necessary and more advanced topics, it was meaningful for them to get into the habit of using them. In the training courses for maintenance of OB van and news car equipment, trainees mastered the meanings of terms displayed on screen for maintenance and equipment management, which they used in day-to-day activities. The displays of broadcasting equipment are basically in English, and it is crucial to understand the meanings of the terms. This understanding was expected to enable the staff s to acquire adjustment methods in future. Moreover, staffs who were previously unable to use oscilloscopes have mastered the basic use of the equipment. This is believed to promote appropriate maintenance and inspection work. 4-7

52 5 Procurement of Provided Equipment, etc. 5.1 Provided Equipment The equipment and spare parts listed below were procured and supplied as grant equipment (For a detailed list, see Appendices-4, -5 and -6). The approximate prices and reasons for procurement are also shown below. <Procurement in the first project year> Personal computers (8 sets), server (1 set), printers (5 sets) and software, etc. (1 set): approx. 3 million JPY PCs and various related equipment were procured to implement the maintenance and management methods under the Project, such as creation of posters to prevent human errors when operating equipment and recording the history of troubles and problems of equipment. VTR tapes (1 set): approx. 800,000 JPY RTA has been using damaged or worn VTR tapes and thus risked troubles with equipment. To promote the appropriate use of equipment, the Project procured new VTR tapes. Tapes for VTR (betacam) adjustment (1 set): approx. 1.1 million JPY These are standard reference tapes to confirm the playing and recording of digital betacams, an essential item for maintenance and inspections of the same. The Project procured them because RTA lacked enough of these alignment tapes and were unable to adjust betacams properly. AD converter (1 set): approx. 3 million JPY RTA was using both analog and digital equipment. Analog and digital signals require different measuring equipment and monitors: the use of two signal types requires twice as many of the latter. While RTA was already short of these equipment for both analog and digital signals, it would be financially difficult to procure all the necessary devices. The Project thus procured an AD converter applicable to both signal types so that RTA could swiftly check the video pictures regardless of the signal type. XD cam (1 set): approx. 3 million JPY RTA had no alternative machines when their VTRs were under repair, and risked delay in program production every time trouble arose to the VTRs. They were unable to plan periodical maintenance or the necessary maintenance work except when the VTRs actually broke down. The XD cam can handle various VTR recording formats and both analog and digital signals used by RTA. The Project procured 1 set of XD cam as replacement equipment while maintenance and inspection work was in operation. Spare parts (1 set): approx. 1 million JPY RTA was short of consumable supplies for the VTRs and unable to repair VTRs within the station. The Project procured these supplies and RTA can now conduct periodical maintenance of digital betacams and other devices within the station. <Procurement in the second project year> Routing switcher (1 set): approx million JPY 5-1

53 The backup video/audio switcher (a backup equipment to switch broadcast contents to transmit) in the master control room in RTA was broken, hence the Project procured a substitute switcher. Equipment maintenance and management tools (Studio MMP) (8 sets): approx. 4.5 million JPY Studio MMP is a management tool to replace consumable supplies and spare parts of the equipment in possession. The serial number of each piece of equipment is input in advance, whereupon the software specifies and notifies the contents of replacement parts and the timing of the replacement. The adoption of Studio MMP enables RTA to make plans for procurement or replacement of backup parts on their own initiative, hence the Project procured software, textbooks, manuals and other relevant supplies for Studio MMP. Training programs for the use of Studio MMP were also implemented showing successful results. Backup boards for VTRs (2 sets) and replacement parts (1 set): approx. 9.7 million JPY Since there is no repair agent for broadcasting equipment in Afghanistan, RTA must send equipment to agents abroad when trouble occurs and RTA cannot handle it by themselves, which could affect program production. If they have backup boards, they can check faulty parts causing problems in a unit of the board, and send only the problematic boards to repair agents. The Project thus procured these backup boards, together with the necessary consumables, taking into account the age of services of the equipment owned by RTA. Accessories for measuring equipment (1 set): approx. 400,000 JPY Since special cables necessary for the measuring equipment were decrepit or absent, the Project procured new ones. This will enable the C/Ps to use the devices appropriately when conducting maintenance and inspection work. <Procurement in the third project year> Equipment maintenance and management tools (Parts MMP and Studio MMP) (16 sets): approx. 8.8 million JPY MMPs are management tools to replace consumable supplies and spare parts of the equipment in possession. The serial number of each piece of equipment is input in advance, whereupon the software specifies and notifies the contents of replacement parts and the timing of the replacement. The adoption of MMP enables RTA to plan the procurement or replacement of backup parts on its own initiative, hence the Project procured software, textbooks, manuals and other relevant supplies for MMPs. Training programs for the use of MMPs were also implemented showing successful results. Storage rack for spare parts: approx. 60,000 JPY A rack to store storage boxes for spare parts was procured. The size and shape were determined in consultation with the C/P to appropriately fit into the space in an RTA warehouse and correctly store storage boxes. Storage boxes for spare parts: approx. 300,000 JPY Storage boxes were procured to protect spare parts from dusts and humidity, and easily accommodate spare parts in and out of storage. To date, newly purchased parts had been kept unpacked for storage: small parts were packed untidily in large boxes, and it was difficult to take them out. Moreover, spare parts of various sizes were stored messily. The storage box improves the work environment and 5-2

54 efficiency. Labels to manage spare parts and equipment: approx. 400,000 JPY MMP assigns a number to each piece of equipment in use and compiles a database for efficient equipment management. RTA had owned a label maker to print out ID numbers but lacked labels. Thus, labels for the label maker were procured. 5.2 Repair The pieces of equipment repaired under the Project are the following two items (for a detailed list, see Appendices -4, -5 and -6). Their approximate values and the reasons for repair are also shown below. Repair of the studio to the transmitting station link (hereinafter referred to as STL ): approx. 1.1 million JPY The STL is used to transmit signals from the studio to a transmitting station. The failure of the equipment will affect broadcasting services to the city of Kabul as a whole. The current trouble with the equipment did not affect the services: the output power of the transmitters had lowered with the alarm light on, but the receiver of STL at the Asmai transmitting station could make up for the reduced output power. Even so, the equipment was likely to malfunction and become unable to receive signals sooner or later, hence the need to request repair from the manufacturer while the backup link was still working. Repair of mixing console: 4.3 million JPY The mixing consoles, On Air 1000, for the news studio and bilingual studio, were procured under a grant aid project of Japan. However, the console for the bilingual studio frequently broke down. RTA could not finance the repair expenses and continued using the console by taking stopgap measures in the event of malfunctions. These stopgap measures may induce other problems with different parts of the console, and should be overhauled. While it was under repair, RTA used an old-style mixing console which they kept in possession as backups. Repair of board of video switcher: approx. 210,000 JPY Defects were found in the video switcher used in the TV studio. The problem lay in the board and needed to be repaired immediately. RTA is currently using a backup instrument, which will be replaced with the video switcher once it has been repaired. 5-3

55 6 Local Expenses Incurred The local expenses actually incurred are listed as follows. Those for the third project year are the sum of the actual expenses incurred until the end of February 2013 and an estimate of the expenses of March. Table Local Expenses Incurred (First to Third Project Years) (unit: 1,000 JPY) The first project year The second project year The third project year Item Contract value Contract value Contract value Expenses converted to JPY Expenses converted to JPY Expenses converted to JPY Temporary 1,757 1,501 1,501 1,251 2,672 2,423 service expenses Supplies 1, expense Travel expense ,721 24,721 12,367 25,157 21,681 Communications and transportation expense Documentation 818 2,730 2,730 2, expense Rental expense 210 1,576 1, Local training - 6,659 6, ,237 10,000 expense Miscellaneous expense Total 5,538 38,519 38,519 17,665 47,278 35,

56 7 Ingenuity for and Lessons from Operation of the Project 7.1 Operation and Management Perspectives (1) Points to Note for the Operation of Training The key for the training operation is to retain the trainees motivation for learning, for which the training contents and objectives were clearly presented in advance to the trainees. The contents and objectives had been carefully considered upon advice from the Project so that they could accurately understand them. Upon completion of the training, discussions were made with a JET over how they should apply the knowledge acquired in training to their activities in their own departments. The training contents were determined after research and analysis of the current state of RTA in collaboration with JET. In determining the contents, particular care was taken so as not to divert the contents from actual duties assigned to the trainees. At the same time, the trainees to participate in the trainees were carefully selected since trainees would hardly be motivated to participate in the training if asked to attend training courses irrelevant to their duties. Even so, to ensure balance among ethnic groups and job titles, some trainees were actually selected, although their duties were unrelated to any training topics taught. Either way, in consultation with JET, the final decision on the selection of trainees was made, prioritizing harmony among RTA staffs. (2) Points to Note for Security Management Compared to the situation in March 2010 when the project activity had just began, the security situation on the project site, Kabul, deteriorated. In September 2011, the U.S. embassy in Afghanistan and the headquarters of the International Security Assistance Force (ISAF), located in the immediate vicinity of the RTA Headquarter, were seriously attacked by terrorists, so that RTA staffs and local workers hired for the Project had difficulty in returning home. Similar terrorist attacks are likely to recur near the RTA Headquarter, and the parties are seriously concerned about any impact on project activities. In response to the deteriorating situation, it was decided that the activities of JET in Afghanistan would be confined to those that could not be carried out anywhere but in RTA, and that other activities would be carried out in third countries. This meant less frequent visits by JICA experts to Kabul, but they contacted with the site in Kabul via the Internet, telephones and other means, and constantly and mutually confirmed the state of project activities. At the same time, by hiring local workers throughout the project year, the experts made arrangements so that they could frequently communicate with the parties in Kabul through the Internet, even if absent from Kabul. For the training in a third country, the country was determined in light of the relationship with Afghanistan, convenience of transport, religions and conditions for procurement of equipment and facilities necessary for training. Initially, Dubai in the UAE was chosen on the grounds that the UAE satisfied all the requirements, a similar language is used and thus the trainees might be able to live without much difficulty. In 2012, however, the Government of UAE changed policy and stopped issuing visas to citizens of Afghanistan, whereupon the trainees could not enter the country. The parties 7-1

57 concerned discussed again and decided to conduct training in the third country of Turkey, in Istanbul. The first day of the training was spent on orientation to give an account of the training objectives and contents to the trainees and encourage their understanding. Since a number of training courses had been conducted in the third country since the second project year, activities were carried out to familiarize trainees with information about life in Istanbul and training in the third country. The trainees were strongly advised to consult local staffs of JET in case any problem arose, whether business or personal, during the training terms. (3) Handling of disappearance of a trainee Background to disappearance of a trainee A trainee went missing during the training on Parts MMP conducted in September in the third project year in Istanbul, Turkey. He had told other trainees that he did not feel well for several days. On the day he disappeared, he told somebody other than staffs of the Project that he would go to hospital, and was absent from the training without notice. The staffs of the project believed that he had, in fact, gone to hospital, but he did not come to the training on the following day, either. He had a mobile phone usable in Turkey, but the phone was disconnected. Three days after he disappeared from the hotel, he contacted a local staff of the Project, was persuaded to return by several trainees and the local staff, and promised to do so. Therefore, a few of them arranged a place and time to meet him for hearing. The representative trainee and a couple of RTA staffs and a local staff of the project went there and waited for him for 5 hours in vain. Since then, the parties concerned with the Project have not had contact with him. Countermeasure The parties concerned with the Project, when finding him absent from training and unable to contact him by mobile phone, immediately reported the missing person to the police. Reports were also made to the RTA Headquarter, the JICA headquarters, and JICA Offices in Afghanistan and Turkey. A JICA expert extended his stay in Turkey to act as a liaison with the parties concerned. When one week remained until the end of the training, JICA and the parties concerned with the Project considered whether to continue the training program, and decided to do so till the end, because the other trainees seriously engaged in the program and appeared to keep calm despite the incident. The parties concerned with the Project contacted the police about the situation daily, but he did not reappear, even by the final day of training. Preventive measures Since the incident was extremely serious, RTA, JICA and JET immediately discussed the 7-2

58 issue to consider preventive measures. The following measures were set out in the discussion: Obliging trainees to submit a personal statement Submitting a pledge with signatures of a guarantor and trainee Ensuring the meaning and significance of training was well-known Requiring trainees to take responsibility for their own actions Appointing a leader for each training course A template for a pledge was created in Dari, requesting trainees to seriously participate in the training, comply with the rules concerning the operation of the training and be subject to disciplinary dismissal if they committed a crime. Each trainee and his guarantor were asked to sign the pledge. The leader of each training course remained in charge, not just during the training but throughout the entire training term, and was required to do a roll call to check trainees in the course and report. Thanks to actions to raise awareness of these measures among trainees and require pledges in advance, all the trainees diligently engaged in training and no particular problem arose since January. The missing trainee later returned to Afghanistan on his own. RTA questioned him about the incident and immediately gave him a dishonorable discharge due to violating RTA s code of conduct. (4) Lessons for Similar Projects Training in third countries is effective for projects implemented in countries whose political situations are unstable. Unfortunately, however, an incident occurred in this project whereby one trainee went missing. Based on the lessons learned from the incident, the following recommendations were made: The family structure, work attitude and other aspects of trainees should be thoroughly and carefully investigated prior to selection. (Multiple private interviews with each candidate trainee should be conducted. Plenty of time should be spent on interviews.) If any doubtful matter emerges, abandoning the candidate trainee in question should be considered. Thus, no further commitment should be made to any candidates until trainees have been officially selected. There should be a prior orientation to ensure members of the organizations concerned learn the meaning and significance of training. A thorough account should be given that any self-centered act of an individual may cause serious problems to all C/Ps and colleagues. It should be made obligatory for trainees to submit a pledge, signed by himself and his guarantor. It is important to announce in advance that no one may participate in 7-3

59 training unless submitting such pledge. It is necessary to ensure trainees are aware of representing not just their workplaces but also their country. A leader of trainees is appointed and encouraged to take responsibility for his own actions and create an environment where trainees monitor each other. Selecting trainees is sensitive work in that it requires establishing a balance among ethnic groups and job titles and taking various other aspects into account. However, thorough research into individuals prior to selection is an important process to prevent unnecessary incidents after the training begins. Through repeated interviews and other opportunities, as well as asking candidates to submit their resumes, the characters and their backgrounds will become clear. Each trainee is basically asked to create and submit a resume before any training session in a third country when having an official passport issued by the government and a visa by the destination country. Asking them to issue another resume referring to the family structure and other information will make it possible to contact their family members or confirm their past diseases in case, for example, they fall ill. Since a group of trainees stay for several days in a third country, as well as incidents like that in this project, interpersonal troubles are also likely to occur. Understanding the personal relationships among candidate trainees, and their attitudes and characters in advance through interviews can help organizers avoid unwanted troubles. Prior orientation is more effective if conducted sooner after the selection of trainees is completed. For those for whom overseas travel is restricted or having financial difficulty to do so at their expenses, training in a third country is a precious opportunity to experience life overseas. Naturally, many trainees are excited. An orientation at an early stage can make them realize that going abroad is part of business, that they are sent as representatives of their workplaces, and that they are responsible for passing on what they learn to colleagues after returning to their countries; and thus ready them for the training to be received. It is also effective to conduct multiple orientations if the schedule allows. In countries where the family relationship is highly valued, asking trainees to submit a pledge with a signature of a family member or other third person is fairly effective to convince them that any self-centered conduct may cause troubles to the family member. Submission of a pledge is also effective to convince trainees to refrain from acting selfishly in countries where causing troubles to family members is deemed disgraceful. The key thing is to prompt trainees to be aware that they participate in training as representatives of their workplaces and must take responsibility for their own behavior. Many training participants are likely to be mid-ranking or managers, and should be prompted to select their leader and set forth certain rules during the training session. Requiring them to voluntarily set rules will enhance their responsibility for their own behavior and encourage them to follow the rules since they themselves have set them. 7-4

60 Based on experience of conducting three training sessions after the incident, possible keys to prevent similar incidents are to have trainees have pride, high motivation for training and a voluntary sense of responsibility. These attitudes will not only help prevent similar incidents from occurring but also enhance the effects of training. In light of the incident concerned, the parties concerned with the Project thought of keeping the passports of the trainees to prevent similar incidents bud did not do so on the grounds that training was not compulsory and should be attended by individuals under their own free will, to improve technologies, and thus that each trainee ought to take responsibility for his own action. 7.2 Technical and Specialized Perspectives Ingenuity for Development of and Supplement to Manuals One of the key things for the maintenance and management of digital video and audio equipment is to effectively utilize manuals provided by the manufacturers when the equipment is procured. These manuals explain the necessary matters, including maintenance and inspection methods, maintenance timing and how to replace spare parts. Engineers must learn various things from the manuals to improve their skills. However, the C/Ps had difficulty in reading manuals in English. Moreover, those proficient in English were not in the habit of reading manuals and often engaged in work based solely on their experimental rules. Since it was hardly possible to have the C/Ps improve their language skills and change their habits within JET, the Project focused on translating essential manuals and arranged to have the C/Ps create manuals on their own concerning the parts necessary for day-to-day operations. In creating the manuals, care was taken to use as many images and pictures as possible, minimize verbal explanations and ensure they could be easily understood visually. The C/Ps could also gain a better understanding of how to operate the equipment by creating manuals themselves. Therefore, in training courses involving the operation of equipment, the trainees were all asked to create the relevant manuals in time reserved specially for the creation of simple manuals. An arrangement was made to put these manuals in the studio, while the official thick ones created by the makers would be placed elsewhere for safekeeping. When engaging in program production, engineers are highly unlikely to do their jobs with a copy of manuals in one hand. Thus, regarding thoughtless but repeated mistakes, posters were created and placed prominently to ensure they could not be avoided. Similarly, to prevent other careless mistakes such as incorrect operation, markings were applied to frequently used buttons and the standard positions Setting of the Coverage of Training and Response Where maintenance and inspections are concerned, RTA had various different needs. Since it was impossible to prepare learning materials incorporating all of them, the training programs focused on several pieces of equipment which malfunctioned most frequently. While the training programs were carried out as prepared in advance, JET assembled the C/Ps every time a problem occurred and held 7-5

61 on-the-job training on the spot to satisfy such needs. This enabled the C/Ps to recognize that disabled equipment could or may need to be repaired, serving as a good opportunity to cooperate with the C/Ps and ensure improved equipment operation in future. Despite all this, since the Project covered all kinds of equipment owned by RTA, including not just digital video and audio equipment but also power-supply facilities, lighting fixtures, transmitters, satellite uplink system and OB van, it was difficult to deal with them only with the specialties of experts assigned to the Project. Therefore, in consultation with JICA staffs in charge of the Project, it was decided that a follow-up of grant aid cooperation would cover such fields that could not be handled by JICA experts. Currently, a follow-up survey is being conducted Ingenuity to Adopt Tools for Equipment Maintenance The biggest issue of RTA concerning maintenance is the lack of any list to manage equipment and the consequent inability to determine how many spare parts they ought to procure in advance for the equipment owned, and how often they should conduct regular maintenance works. Normally, equipment managers must know the number of pieces of equipment under their management, and their locations and conditions (whether or not they are fully operable). Since there are several hundred items in a studio or sub control room, it is common in advanced countries to manage them with PCs or other equipment. RTA, however, kept the equipment list unrevised after making it when they procured the equipment; moved equipment without keeping any records, and relied on the memory of equipment managers when obtaining new equipment. To rectify such management problems with RTA, the Project introduced MMPs. MMPs are useful tools to assist in managing equipment maintenance: it can manage the current location of equipment under its control. In addition, if, for example, data of the hour meter of VTRs and other equipment requiring regular maintenance is input every month, the system will calculate and show the timing of the next maintenance work and the total parts cost, which facilitates budget planning for the following year. In training to adopt both Studio and Parts MMP, however, many trainees were unused to PCs and struggled even to double-click a mouse. While one can input data in MMPs manually or take in data in Excel format, the training program allowed the trainees to spend considerable time on operating Excel at the first stage to get them used to PCs. In addition, an arrangement was made whereby the trainees mutually helped one another: those who had got used to the operation supported those who had not. In relation to texts in the teaching materials, each trainee was given a copy of a booklet which explained aspects with minimum descriptions so that those who poor in English could understand the training contents. Another arrangement involved appointing particular RTA staffs to posts responsible for MMPs to promote the use of MMPs and keep the motivation of staffs high. 7-6

62 8 The Proceedings of Meetings A total of seven JCCs were held during the project term as shown in Table RTA and JET adjusted the matters to be discussed in advance to ensure no necessary matters were omitted from the agendas. As for priority matters, the parties concerned and the Ministry of Information and Culture, the supervisory organization for the project, strove to share relevant information swiftly at the discretion of RTA, while the project side also made efforts and called on any necessary parties to participate in JCC for prompt decision-making and to avoid any interference with the project activities and schedule. The meetings were organized upon the advice of JET so that RTA could take the initiative in discussions. At the same time, Microsoft Power Point and other useful tools were used to familiarize participants with presentations that were easy to understand visually. As a result, JCCs proved good opportunities to clarify unsolved issues and develop new ideas for future tasks, resulting in effective outcomes of meetings. Table The Holding of JCC and the Contents of Discussions Project year Round Date Major topics and matters discussed First project 1st JCC March 22, 2010 Discussion about and approval of Inception Report year 2nd JCC August 2, 2010 Discussion about and approval of procurement planning of equipment and spare parts 3rd JCC March 9, 2011 Report on and confirmation of results of activities in the first project year, and discussion about proposed activities in the second project year Second project year 4th JCC July 30, 2011 Discussion about and approval of operating plan for the second project year 5th JCC March 3, 2012 Report on and confirmation of results of activities up to the end of the second project year, and discussion about extension of the project term Third project year 6th JCC July 22, 2012 Discussion about and approval of operating plan for the third project year 7th JCC February 4, 2013 Report on and confirmation of results of entire project activities, and discussion about completion of the project 8-1

63 9 Issues to be tackled by RTA after the Project completed 9.1 The Necessity to Continuously Strengthen Basic Capacity Currently, RTA has adopted equipment whose internal structures comprised digital circuits. As for the entire systems of, for example, studio facilities, RTA uses both analog and digital equipment, so those in charge of maintenance must have basic knowledge of digital equipment. An increasing number of countries have been adopting digital transmission based on the recommendation of International Telecommunication Union (hereinafter referred to as ITU ) concerning the digitalization of TV transmission systems, hence, the Government of Afghanistan plans into digital broadcasting by 2020 in tandem with other countries. Under such circumstances, the Project gave training on the basics of digital systems, where it emerged that most trainees had only very basic knowledge such as the fact that a digital signal consists of two numerical values represented by 0 and 1. Usually, engineers have quite a few opportunities to feel and voluntarily learn digital technologies, such as trade shows of digital equipment, and broadcasting business papers and catalogs featuring the latest technologies. Engineers of RTA, however, find it difficult to access such technical information. Even if they wish to exploit the Internet, the language problem deprives them of opportunities to feel new technologies. In future, RTA must constantly strive to maintain and improve the capacities of its staffs, ranging from the basic and general knowledge of digital technologies to applied technologies. They are expected to practically implement the training plan that was created with the support of the Project. 9.2 Follow-ups of the Project Activities Studio MMP to manage equipment and Parts MMP to manage spare parts in stock are widely recognized as effective methods of maintenance using PCs among RTA staffs through the training. At the moment, they are at work on input of data on equipment owned and spare parts in stock in PCs: it is now necessary to support RTA in how to practically manage equipment and spare parts with the data under their actual work environment. As for Studio MMP, likewise, it is necessary to keep supporting RTA, as part of management by PCs, concerning the usage of MMP for ENG cameras for news gathering and the method of managing archives with thousands of videotapes. It is possible to conduct these supporting activities related to Studio and Parts MMP as training in Japan. It is considered, however, desirable to continue supporting RTA within the overall ODA framework, in light of the security conditions in Kabul, and with feasibility in mind. 9.3 Response to Expansion and Change in Broadcasting Services Most of the TV broadcasting facilities used by RTA were supplied under Japan s grant aid projects The Project for Improvement of Television and Radio Equipment in RTA (Radio and Television Afghanistan) in Kabul and The Project for Improvement of TV Broadcasting Facilities in Kabul. In 9-1

64 2002, when JICA study teams conducted basic design studies for these projects, RTA provided TV broadcasting services for just 5 hours per day and aimed to extend the service hours to 7 hours or so for the time being. Subsequently, however, it managed to provide 24-hour broadcasting services, supported by Japan and other donor countries and to improve information services to Afghans who were outside the country due to concerns over security and the living environment at home. The increased broadcasting hours resulted in an increase in the number of TV programs, so TV studios initially designed for general TV program production are now used almost exclusively for morning and evening news programs. The small studio adjacent to the master control room is used for talk shows and other programs. Given the increasing number of programs, the editing studios and multi audio studios are beginning to run short and affect the production of various programs to meet the needs of the people. In addition, live broadcasting of proceedings of the National Assembly is an important coverage to the activities of the government and nation, partly due to which, OB vans have been used more heavily than initially planned. To improve matters, RTA is considering the following: Extending the TV station building to build a TV studio of about 400 m 2 in area so as to produce music, cultural, and other entertainment and educational programs. Procuring another OB van promptly to enable broadcasting, not only of live relays of National Assembly proceedings but also various events outside the station. This will enable RTA to correctly respond to national elections scheduled at the beginning of 2014 and a loya Jirga, a a grand assembly, which is likely to be held after the transfer of security responsibility to the Afghan National Security Forces. Moreover, as stated earlier, given the inevitable transition to digital broadcasting, Afghanistan s government and the communications and broadcasting sector must collaborate to determine the digital broadcasting system, create a roadmap for digitalization, allocate frequencies, fund equipment procurement and other tasks. They will consider the transition in line with the guidelines for the transition from analog to digital broadcasting, a roadmap set forth by the ITU, and begin the transition with the transmitting station in Asmai mountain, followed by stations covering major 10 or so cities. Either way, RTA must proceed with the transition while securing budgets to cover the operation and maintenance cost of existing facilities and procure the above-mentioned TV broadcasting facilities and equipment, hence it will face challenges in terms of budgets and technological capability. 9-2

65 Appendix (1) Attendance Record of Training (The 3 rd project year) (2) Learning Materials (The 3 rd project year) (3) Questionnaire (The 3 rd project year) (4) List of the provided equipment (The 1 st project year) (5) List of the provided equipment (The 2 nd project year) (6) List of the provided equipment (The 3 rd project year) (7) Minutes of Discussions of JCC at the end of the 3 rd project year (February 2013)

66 Appendix (1): Attendance Record of Training (The 3 rd project year)

67 A-(1)-1

68 A-(1)-2

69 A-(1)-3

70 A-(1)-4

71 A-(1)-5

72 A-(1)-6

73 Appendix (2): Learning Materials (The 3 rd project year)

74 Spare Parts MMP

75 Parts Control MMP Training for RTA At Istanbul 16 th Sep 12 th Oct, 2012 VTR Repairing Work Flow (sample) Less manpower Believe operator s claim No one knows if the requiredparts in stock VTR repairing request Technician Assignment Pre-checkthe VTR Parts order Individual technician s capability Repairing skill less No budget Slow delivery No one knows the items should be checked No check repairing progress No measuring Instruments No parts Delivery Inspection Job record Repairing No inspection No record No Technical Training No service manuals Schedule 1. Studying RTA workflow 2. Concept for Parts Control MMP 3. Practice how to use MMP 4. Discussion of application for RTA 1

76 Concept of part stock management Storage Management Lead time and safety stock Audit support Previous Parts Warehouse Parts number order Category wise VTR VTR Board Monitor A X X Lighting Storage Management Computer Controlled Parts Warehouse Rack A Rack B Rack C A A X X A

77 Controlled Warehouse Check the place and stock with MMP first MMP A Safety Stock (Number of stock) 1pc 2pcs Part Consumption Curve Safety Stock Lead Time (Date/Time) Order timing Arrival timing Lead Time & Safety Stock Practical parts consumption curve (Number of part stock) Maximum consumption Minimum consumption Lead Time Maximum Safety Stock Minimum Safety Stock (Date/Time) Lead Time Order timing Arrival date A- - -1

78 Parts stock management by MMP Inventory Status Stock < Standard Q ty need to order Ordering Information Waiting come up after input ordering information Audit Support (When stock taking)

79 Stock taking support When the auditor find difference between actual and listed number of stock, only the authorized person can change the stock number on MMP. 1. Insert FileMaker CD-ROM FilleMaker Pro 11 Input User Name, License Key 1 3

80 User Name: Yachiyo Engineering Co., LTD. Organization: RTA License Key 3K7XV-V24NT-42T54-94N14-489VN-6765M-5M8X7 1. Insert MMP CD-ROM 6 2. Click DVD (CD) 5 7

81 3. Parts MMP Parts Material Drug & drop to desktop Drug and drop to desktop 5. Click MMP_Parts Inside of the folder Sample data for the training 9 6. Click Agree 11 8

82 7. Main menu of Parts MMP All data Copy past Copy to recording media (HDD, CDROM, USB memory etc)

83 Main Menu Individual part information Item Part In/out transaction 2 Ordering reminder Ordering reminder 4 List Transaction History 3 5

84 Procurement 1. Part Number Registration 2. Daily Job 3. Purchasing Assist 4. Management Support 6 2 Register to MMP Basic Operation Parts Stock Cycle Job assigned technician No Parts & jigs Registered? Yes Parts & jig in stock? Yes No Quotation Request Order Request Delivery Parts & jig arrival 1

85 1. Part Number Registration B) Manual Input 1 Item 1 Parts Data (Manual Input).xls 4 6 A) Parts information registration Actual stock is not necessary in order to resistor the part information on MMP. Part information such as number can be pickup with service manual provided by manufacturer. Registered but currently no stock Part number is registered but stock location is not assigned yet Registered and 10 pcs stock at the place of Rack A-1 2 New 7

86 Excel Input List C) Excel Input 2 Parts Data (Excel Input).xls Confirm data on the list Confirm Import Excel Input Excel Input Import data 1 Confirm 2 3 For More Exercise! Please try to import the Excel bellow. 3 Parts Data (Excel Input) 2.xls 4 9 8

87 Same Parts Number Registration MMP is not allowed the same number Use delete Excel Input For More Exercise! Please try to import the Excel bellow. 4 Parts Data (Excel Input).xls Manual Input Excel data side For More Exercise! Pleasetrytoinputthemanualdataagain. 1 Parts Data (Manual Input) Make sure whether both side names MMP side 15

88 Keeping left click & moving up Make sure arrow You can create more data column on Excel list like below in order to export to MMP Excel side list MMP side list Additional data on excel Delete or create assigning arrow (click) Move up the item (drag-and-drop with left click) 18 Excel Input 1 For More Convenience! You can import more data to MMP from excel data list Daily Job 19 16

89 Ordering A) Data Search Search Search For More Exercise! Please try to input the ordering data bellow. 4. Ordering ( ) B) Ordering Order Information Ordering information will be deleted just after income data (IN) input. Waiting come up 21 C) Arriving ordered parts (IN) (Put the part in storage) Name 3 Quantity 7 button 6 Order No. 1 Date 2 4 Price 5 Supplier 20

90 After pushing the Incoming button Ordering Information Transaction History D) Shipping (OUT) (Delivery from warehouse) Name 3 Quantity 4 Related job No. if need 5 button 1 Date 2 Record Change IN OUT For More Exercise! Please try to input the arriving data bellow. 4-2 Arriving ( ) For More Exercise! Please try to input the arriving data bellow. 4-3 Delivering ( )

91 Substitution parts (replaceable parts) Jump to the substitution part Button 30 Substitution parts on MMP Existing changeable part No stock now How to make a family (Registration of the same function parts) The same mark or number input Substitution parts Substitution parts group

92 1 Exercise! Please make substitution parts groups by using exel sheet 3. substitution parts list. Xls. A) Quotation List 3 Procurement 1 Search the part 2 Check mark Search the part 2 Check mark 2 3. Purchasing Assist 33 1 Select Quotation Request 5 Input quotation No. & date. Print out list. Writing memo for remembering 3 Input agent name you are going to send quotation. (a number of names available) Input Q ty 4 32

93 1 Print out (Suppliers wise) PDF or Paper Print Select related quotation by Memo or Date B) Ordering List 2 Select Purchasing Order 5 Input order No. & date. Print out list. 3 Writing memo for remembering 4 Input quoted price with quotation Exercise! Please make Quotation list in order to attach quotation request letter accordion to the excel sheet below. 5-1 Quotation ( ). 37 Print out order list (suppliers wise) PDF or Paper Print

94 Exercise! Please make order list in order to attach order request letter accordion to the excel sheet below. 5-2 Ordered parts ( ) Exercise! For repairing DSR-170P, two technicians are assigned and they are requesting appropriate parts. Please help them as a member of parts control section. 6-1 Quotaion ( ) 6-2 Ordered parts ( ) 6-3 Arrived parts ( ) 6-4 Delivering parts ( ) 42 Exercise! Parts arrived. please input arrival record to MMP using following Excel sheet as a reference. 5-3 Arrived parts ( ) Technician like to use the parts. Please input delivery record. 5-4 Delivery parts ( ) 4. Management Support

95 A) Transaction History In/Out transaction period ( one day input is available) In(arrive) / Out(shipping) select Password Initial stage (When you register the password with MMP first time) Ctrl Alt Old password? sony New password? Input new password 46 B) Audit Assist At the time of audit or stock taking, the authorized auditor can forcibly correct MMP number to real number of stock. In this case, password is needed. 1) Name of auditor 2) Password Password When the old password change to new Ctrl Alt Old password? Input old password New password? Input new password 45 47

96 Emergency case! When you forgot the password Ctrl Alt Oldpassword? sony New password? Input new password Caution : Be careful handling the procedure of changing password! Sections TV Studio Maintenance Section OBVAN/ENG Maintenance Section Radio Maintenance Section TV Transmitter Maintenance Section Radio Transmitter Maintenance Section Manager : Bashir Hamagani OBVAN/ENG Manager : Omar Arghanywal TV Parts MMP MMP Manager : Mohammad Eshaq TV TX Manager : Zahir Nafis Zada Radio MMP Management : SayedNazim SADAT Manager : Mohammad Reza Radio TX 48

97 Person in charge of parts MMP MMP software: Sayed Nazim FileMaker: Sayed Nazim Boxes Installation & MMP Implementation Procedure 1. Install boxes on rack (10 boxes) 2. Physically select important parts (10-20 variety) 3. Input the parts into boxes (max 3 variety in one box) 4. Stick part No. & Description information on box 5. Input parts data into MMP (No., Loc-1 10 boxes -> 15 boxes -> 20 boxes -> Materials from JICA Carton Boxes -> 2types/?pcs Tapes for P-touch (Brother Writer) Racks -> For model section (TV studio) Rack

98 Schedule

99 Digital Signal Theory

100 Digital Signal Theory Textbook Digital Standard (Component Digital Signal) Digital Signal ITU-R BT601 (CCIR 601) Y/R-Y/B-Y Component SD (Standard Definition) ITU-R BT601 (CCIR 601) Component : Y Cb Cr < RGB (4:4:4) also be standardized> Sampling Frequency : 13.5MHz (Y) 6.75MHz (Cb Cr) Sample System : 4:2:2 Quantization Bit Rate : 8 bit (10 bit) R B G Component Y/R-Y/B-Y Component ITU-R BT601 (CCIR 601) SDI SDI SMPTE 259 SMPTE 259 R B G Component ITU-R BT601 (CCIR 601) SD-SDI SDI (SD SerialDigitalInterface) it l t SMPTE 259 Bit rate : 270Mbit/s Aspect ratio : 4:3 16:9 Scanning Line : 525(NTSC) 625(PAL) Effective pixel : 720 Effective line : 486 (NTSC) 576(PAL)

101 HD (High Definition) BTA S-001B (ITU-R BT PartII) Component : Y Pb Pr (4:2:2) Sampling Frequency : 74.25MHz (Y) MHz (Pb Pr) Sample System : 4:2:2 Quantization Bit Rate : 8 bit (10 bit standardized by S-002B) HD-SDI (SD Serial Digital Interface) BTA S-004B/SMPTE 292M Video Camera 13.5MHz 6.75MHz RGB to Y/Pb/Pr Conversion Analogue Composite Signal

102 Analogue Composite Signal Composite & Component Signal Composite & Component Signal Digital Component Waveform Overlay Mode

103 Digital Component Waveform Parade Mode Component Y (10-bit quantizing) A/D (Analogue to Digital) Conversion Analogue Signal Sampling Quantization Coding Component Color Difference (10-bit quantizing)

104 SMPTE 259 Horizontal Line Why Compression is needed Compression Basic Media Bit Rate HDTV 1.2Gbps On air TV 100Mbps VHS Video 30Mbps Music CD 1.4Mbps Telephone 64Kbps

105 Media Bit Rate HDTV 1.2Gbps On air TV 100Mbps VHS Video 1/40 30Mbps 1/25 Music CD 1.4Mbps Telephone 64Kbps 1/4 1/20 30Mbps 4Mbps 1/ Mbps 256Kbps 16Kbps Video Data Reduction Techniques Lossless data rate reduction Recovery of the original data information after decompression Limited compression ratio (less than ½) Lossy data rate reduction Original data information loss after decompression Higher compression ratio ( ½ - 1/100 ) Data Compression VTR Video Data Reduction Techniques Entropy reduction ( VLC ) Lossless data rate reduction Run-length (RLC) Blacking area data removal (Video) GOP (Group of picture) Lossy data rate reduction Variation of picture sampling DPCM Neglecting part of data (DCT)

106 Vertical Picture Element Picture Element - 2 Degree of Luminance Y level Component color level Horizontal Picture Element - 3 Y 8 bit * 8 element * 8 line=512 bit Color 8 bit * 8 element * 8 line=512 bit 8bits 8 elements 8lines

107 Y R-Y B-Y Picture Element - 4 Macro Block 8bits 16 elements 4:4:4 16 lines 1 st line 2nd line Y R-Y B-Y Variation of picture sampling 4:4:4 4:2:2: 4:2:0 4:1:1 4:2:2 1 st line 2nd line

108 4:1:1 Y R-Y 1 st line B-Y 2nd line VLC (Variabale Lengh Coding) bit coding Huffman coding *30 = 240 bits (1*11)+(3*7)+(2*10)+(4*2)=60 bits 4:2:0 Y R-Y B-Y VLC (Variabale Lengh Coding) - 2 a,b,c,d,e data values Data a Other data 1 a d g c e b 1 0 g d e c a b 0 0 g b 0 b c 101 c d g 0 d e 1 st line 2nd line 1100 e 1 a a 0 a a a a a a a a b c d e f g h i j k 1 0 d e 0 f 1 1 g f f f f

109 DPCM (Differential Pulse Coding Modulation) Diffrence from left element Monitor Picture element (1 pixel of picture) Gain Gain Time DC AC Time

110 Fourier Transform DCT

111 DCT cording 1 ( DCT Pattern ) Spatial frequency waveforms DC only High frequency cut Original High frequency only DCTcording 1 (DCTPattern) Possible to neglect high frequency DCT cording - 2 Gain of each freq. spectrum Gain of each freq. spectrum after division Before Compression division After Compression Low frequency divide by small number High frequency divide by large number Freq. spectrum of vertical picture elements Freq. spectrum of vertical & horizontal picture elements Freq. spectrum of horizontal picture elements Freq. spectrum of vertical picture elements Freq. spectrum of vertical & horizontal picture elements Freq. spectrum of horizontal picture elements

112 VLC (Valuable Length Coding) Digital data ( 8 bits in this case ) Variable Length Coding data 8 bit * 8 element * 8 line = 512 bits 234 bits Freq. spectrum of horizontal picture elements Freq. spectrum of vertical picture elements Freq. spectrum of horizontal picture elements Freq. spectrum of vertical picture elements Run-length-5 The number of Run length : the count number of the continuation of the same number 68, 20, 8, -24, 0, 0, 6, EOB EOB:End of Block Run length=0 Run length=0 Run length=2 0,68, 0,20, 0,8, 0,-24, 2,0, 0,6, EOB Run-length ,20,8,-24,0,0,6,EOB EOB:End Of Block

113 GOP Group Of Picture Data = deference between these two macroblock Detected prediction error Search area Forward Time Data Forward Ipicture Ppicture Forward prediction Bpicture Backward Forward prediction Backward prediction